PeopleEfficient

Work

Not another report that sits on a shelf.

Real programmes, real numbers. Clients are described rather than named, because most of this work is commercially sensitive.

99.52%record compliance on a 1,800-person rail transfer
c.2,000people transferred overnight at a major UK airport
70 → 300employees scaled across 37 acquisitions
2,500leaders upskilled globally in a year

Rail · TUPE & compliance

Getting 1,800 people's records transfer-ready

  • Global rail operator
  • c.1,800 employees in scope
  • HR Compliance & Delivery Lead
99.52%record compliance
190,000documents processed
0legal challenges

The challenge

One of the most complex concession transfers on the UK rail network: around 1,800 employees moving from one major operator to another. Employee records had to be accurate, complete and lawful to share before the transfer could happen safely.

What I did

  • Designed and ran a full employee data remediation programme, auditing and cleansing personnel files and HR systems for everyone in scope.
  • Built a bespoke automation tool that processed 190,000 documents.
  • Worked with the Executive Team to define and apply data-sharing parameters with the incoming operator, so every TUPE obligation was met.
  • Embedded legal compliance across all five programme workstreams: change management, communications and engagement, TUPE, compliance and stakeholder engagement.
  • Administered all employee liability information (ELI) processes.

The result

99.52% compliance across all employee records, and zero legal challenges arising from the transfer.

We had the pleasure of engaging Kate as a consultant to support our people transformation initiative, encompassing elements such as TUPE, data improvement and compliance... Her collaborative style, clear communication, and ability to balance detail with a broader perspective were instrumental in delivering compliant, successful outcomes.
People DirectorClient organisation

Aviation · Workforce transfer

2,000 people, one night, no disruption

  • Global facilities company (c.100,000 staff)
  • Major UK airport
  • People workstream lead
c.2,000employees transferred
1amgo-live, airport fully operational

The challenge

A concession change at a major UK airport on a compressed timeline. Around 2,000 employees had to transfer while the airport kept running, with the outgoing provider supplying data under real time pressure.

What I did

  • Coordinated all people and transfer activity for around 2,000 employees.
  • Built workforce cost models and headcount projections using data modelling and AI tools.
  • Designed onboarding programmes, training tools and learning pathways so new colleagues were productive quickly, mixing instructor-led training, digital resources and AI-powered microlearning.

The result

The transfer completed at 1am on go-live day with the airport fully operational throughout. The workforce projections proved accurate against actual outcomes.

I had the pleasure of working closely with Kate during the transfer of Assisted Travel Services at Heathrow, where she made an exceptional technical, strategic and operational contribution to the success of the mobilisation.

Kate consistently demonstrated outstanding attention to detail, particularly in the development and implementation of reporting structures, governance processes and training. Her ability to quickly understand complex challenges, identify practical solutions and maintain focus on delivering high-quality outcomes was invaluable throughout the project.

Kate supported with confidence, professionalism and integrity. She built strong relationships across our team, earned the respect of colleagues at every level and created a collaborative environment despite extremely demanding circumstances. Working within an ambitious timeframe and under significant pressure, she remained calm, organised and solutions-focused, helping to ensure the mobilisation was delivered seamlessly and to an exceptionally high standard.

Kate's commitment, resilience and calm approach were exemplary throughout the project. She is a highly capable professional who combines technical expertise with strategic thinking and an unwavering focus on delivery. I would not hesitate to recommend Kate and would welcome the opportunity to work with her again in the future.

Operations DirectorClient organisation

Rail · Organisation design

A restructure from concept to implementation

  • Global rail company (c.50,000 staff)
  • New concession provider
  • Organisation design lead

The challenge

A new concession provider needed a large-scale restructure that lined the organisation up with its business strategy, operational efficiency and future workforce needs, without losing operational continuity.

What I did

  • Redesigned organisational structures and operating models after detailed workforce, role and capability analysis.
  • Built the financial case: redundancy exposure, salary benchmarking implications, implementation costs and projected savings.
  • Designed and coordinated the end-to-end consultation process in line with UK employment law and good practice, including business cases, communication plans, FAQs, scoring matrices, letters and manager toolkits.
  • Facilitated collective and individual consultation, including employee representatives and trade unions.
  • Coached managers through sensitive conversations and complex employee relations matters.

The result

A new structure designed around the strategy and taken all the way through consultation into implementation, balancing commercial objectives, legal compliance and employee experience while operations kept running.

I worked with Kate on a business transformation project that required strong HR leadership to deal with some complex issues. Kate was simply amazing, giving strategic guidance and getting into the detail with specific cases involving the displacement process... Not only did she give HR and legal guidance, but was clearly guided by a strong moral compass of right and wrong. As important as this, Kate was great fun to work with. It was a difficult time for employees who were affected by the consultation process, and an emotional situation to deal with. But Kate was always there with a "pick me up".
General Manager, Performance & PlanningClient organisation

Facilities · Interim leadership

Stabilising a people function through rapid growth

  • Facilities company (c.10,000 staff)
  • Interim People Director
  • Senior leadership team
c.10,000employees supported

The challenge

A fast-growing business needed its people function shaped, stabilised and led, while the Executive Team made big decisions about structure and workforce at pace.

What I did

  • Stabilised the people team, clarifying roles, responsibilities and ways of working.
  • Acted as strategic partner to the Executive Team on organisation design, workforce planning, people risk and the people implications of growth.
  • Improved HR systems and processes: better data quality, automated manual workflows and stronger people reporting.
  • Redesigned recruitment to meet growth-driven hiring demand.
  • Coached senior leaders and managers to lead their teams through change.

The result

A consistent, high-quality people service across the business; faster time-to-hire, a better candidate experience and more capable hiring managers; and a governed portfolio of people projects running alongside business as usual.

Healthcare · Growth

Scaling from 70 to 300 people across 37 acquisitions

  • VC-backed healthcare provider
  • Interim Head of People
70 → 300employees
37practices integrated

The challenge

A VC-backed healthcare provider was growing by acquisition. Each new practice brought its own people, habits and terms, and the business needed to hold together while it scaled.

What I did

  • Led the people side of growth across 37 acquired practices.
  • Stabilised operations as new teams joined.
  • Introduced governance and leadership frameworks so the business could run as one organisation.

The result

The workforce grew from 70 to 300 employees across 37 practices, with the governance and leadership foundations in place to keep growing.

Other engagements

A few more.

  • Interim HR Director, boutique hotel group (No.1 in London on TripAdvisor)Shaped the people strategy through rapid UK expansion, including acquisitions, restructuring, workforce planning and digital transformation of people systems.
  • Global leadership programme, pharmaceutical company2,500 people upskilled worldwide in a year.
  • Organisation design and restructure, major gaming companyFull organisation design review and restructure delivery.
  • OKR transition, Europe's largest children's hospiceProgramme design and implementation of an OKR framework.
  • OKR launch, global consumer technology brandPartnered the Exec Team and HR to introduce OKRs across the business worldwide.
  • Target operating model designFor mid-market organisations across financial services, technology and professional services.
She quickly gained the respect and trust of the Exec Team and staff alike, partnering very well with HR in working out what a successful launch would look like and putting in place the necessary resources to make that happen.
Julia HowellsHead of HR, Nextbase, on introducing OKRs globally

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