What I do
Business challenges don't come neatly labelled.
Pull on structure and performance moves. Change leadership and culture shifts. So I don't sell HR products in isolation. I offer three ways to work together and bring whatever the problem actually needs.
Business transformation
- The challenge
- The strategy is signed off. The operating model underneath it hasn't moved.
- How I help
- Redesign how work flows, who decides what and how teams are set up, then deliver it in stages you can see.
- Typical deliverables
- Current-state diagnostic, target operating model, roadmap with checkpoints, ways-of-working changes, post-merger integration plan.
- What changes
- Decisions get made faster, duplication drops and the plan starts moving.
Organisation design
- The challenge
- You've grown, shrunk or merged, and the structure is a patchwork of old decisions.
- How I help
- Design roles, teams, spans of control and decision rights around how value is actually created.
- Typical deliverables
- Design principles, structure options with trade-offs, spans and layers analysis, role profiles, implementation plan.
- What changes
- Clear accountabilities, fewer handoffs, and a structure people can explain in a sentence.
Change management
- The challenge
- Money and effort are going in. Adoption isn't coming out.
- How I help
- Leadership alignment, stakeholder engagement, communications and adoption work, with particular attention on middle managers.
- Typical deliverables
- Change impact assessment, stakeholder map, communications plan, manager toolkits, adoption measures.
- What changes
- People know what's changing, why, and what it means for them. Then they actually do it.
Growth & downsizing
- The challenge
- You need to restructure, scale up or transfer people, and get it right legally and humanly.
- How I help
- Plan and run restructures, redundancy, TUPE transfers and workforce plans that are fair, compliant and on time.
- Typical deliverables
- Workforce plan, selection criteria, consultation plan and documents, TUPE measures and timelines, manager briefings.
- What changes
- The change happens on schedule, risk is managed, and the people who stay are still with you.
Interim roles
- Roles I take on
- Interim HR Director, Transformation Director, Change Lead.
- How it runs
- Weekly progress, fortnightly reviews, and a clear handover plan from day one.
- Call me when
- A leader has left mid-programme, a transformation needs senior ownership, or you're between hires and the work can't wait.
Fractional HR leadership
- What it is
- HR Director-level thinking for a set number of days a month, sitting with your leadership team.
- Good for
- Growing businesses that need board-level people strategy but not a full-time director yet.
- Call me when
- You're making big people decisions without a senior HR voice in the room.
Practice, not PowerPoint
- The challenge
- Managers know the theory. Then the real conversation arrives and they freeze, fudge it or pass it to HR.
- How I help
- Managers rehearse the conversations they're dreading, in the room, with realistic scenarios and honest feedback.
- What we rehearse
- Difficult conversations, performance reviews, restructure announcements, conflict, feedback.
- What changes
- Managers handle the conversations themselves, and your HR team stops being pulled into them.
- Call me when
- Your managers are confident on the strategy but freezing on the conversations.
What clients say
Kate has a wealth of knowledge across all aspects of HR and was also able to provide day-to-day HR support across the business, grow the People Team to meet the needs of the business as well as initiating and leading multiple projects to not only digitally transform many of our HR processes but also how we communicated and collaborated across the business.
I worked with Kate on a transformation project. Kate has a brilliant attention to detail and a very one-team oriented approach. I would highly recommend Kate to support any transformational change programme.
Also in the toolkit
What I bring into the work.
These aren't separate products. They're the methods I use inside a programme when they'll make it land faster.
OKRs & performance
Outcome-based goals and regular check-ins that replace the annual appraisal ritual.
Agile ways of working
Short cycles, visible work and fast feedback. Not ceremonies for their own sake.
AI, automation & analytics
Taking the admin out of HR and getting people data leaders can actually use.
Programme delivery
Clear ownership, plans that get updated, and risks raised before they bite.
Not sure which fits?
Most people aren't. Tell me the problem and we'll work out the right shape together.