Executive Chair, Prime Light Group
Workforce Transformation.
Senior judgment for the change projects that matter most.
I help PE-backed businesses, founder-led companies, and CHROs navigate the change projects where the people side is the hardest part. M&A integration. Restructures. Scale-up HR builds. The common thread is the same: senior judgment under real pressure, holding both the commercial reality and the human side of what's happening.
Ongoing fractional HR Director support
Talent strategy & retention
Employee relations & people decisions
HR Tech selection (Lattice, Work Smarter)
The people side of post-deal integration — done with rigour and humanity.
Challenges
Two organisations becoming one. Culture, comp, and leadership all need reconciling.
The first 100 days. When most integrations either build trust or lose it.
Quiet flight risk. Key people looking for the exit before anyone realises.
No senior HR in the room. Operational disruption colliding with the human side.
How I help
Lead the people side. Strategy, integration plan, execution, ongoing support.
The first 100 days. Sequencing, comms, retention, and structure.
Coach the combined team. Through the early months when how they work together gets set.
Senior HR judgment. In PE and CEO conversations where the big decisions get made.
Restructures done legally, commercially, and humanely.
Challenges
A restructure that needs care. Done with rigour, not just speed.
TUPE and compliance. Needs senior HR oversight, not just commercial sign-off.
Live disputes. Grievances and settlement agreements needing senior handling.
Communication that bridges. Commercial necessity and what people are feeling.
How I help
End-to-end restructure. Design, consult, implement — including TUPE, in and out.
Redundancy programmes. Proper process, proper humanity.
Live ER cases. Disciplinaries, grievances, settlement agreements.
Coach the managers. Through the difficult conversations they'll have to have.
Building HR functions that keep up with where your business is going.
Challenges
Headcount outrunning HR. Your function has fallen behind where the business is.
People decisions without an HR voice. Founders and CEOs making calls in isolation.
Inconsistent foundations. Patchy process, missing policies, compliance gaps.
A funding round or M&A. A scale-up moment the current HR setup can't support.
How I help
Build the HR operating model. Redesigned for your current and next stage.
Hire and coach the team. From coordinator level through to HR Director.
Systems and processes. Implement what the business needs to scale safely.
Performance and reward. Frameworks that work at 50, 100, 500+ people.
About
How I work
My approach to workforce transformation is shaped by 25 years inside senior HR roles — including 5½ years as Global People Director at a London AI consultancy. I've been the person sitting at the leadership table when the big people decisions get made. I know what good looks like when it works, and what failure looks like when it doesn't.
The work spans three engagement shapes — M&A integration, restructures and change, and scale-up HR builds. The common thread is senior judgment under real pressure, and the discipline to hold both the commercial reality and the human side of what's happening.
The AI era is reshaping all three. Any significant workforce change is now also a conversation about technology, roles, and what people fear losing. That changes the work — and how it has to be done.
CIPD
25y senior HR
Henley Business School
The HR engagement journey
What an engagement looks like
Discovery call
A 30-minute conversation about what's going on and what you're trying to achieve. No pitch, no obligation.
Scoping
A written scope — what I'll do, over what period, at what cost. You decide when (or if) to go ahead.
Engagement
Most engagements start within 2–3 weeks. Faster if it's urgent — M&A integrations and live restructures often need to move at pace.
Ongoing review
Regular reviews so the work stays aligned with what's changing. Transformation work rarely runs to the original plan — the engagement adapts as the situation evolves.
How it works
A clear shape — designed around your business.
Most fractional engagements start at 1–3 days a week and run for 3–12 months minimum. I become an embedded part of the leadership team during that period — known to the team, trusted by exec, and integrated into the rhythms of the business.
Some engagements continue for years. Some scale down to a single day a month once the immediate work is done. The shape adapts to what your business actually needs.
Client stories
What clients say
5.0 · all engagements
Want to talk?
Book a 30-minute call. No pitch, no obligation.
A focused conversation about what's going on and what you're trying to achieve.
