A defined practice.
Deep expertise.

Complex employee relations matters require more than procedural knowledge. They require seniority, sound judgement and the confidence to give Executives and Boards a clear view of where they stand: commercially, legally and reputationally. I work alongside boards, CEOs, General Counsel, Chief People Officers and senior leadership teams on their most sensitive and high-risk ER situations, often where both the stakes and the visibility are high.

When an allegation arises, whether a grievance, disciplinary matter, whistleblowing concern or a complaint involving a senior individual, the quality of the investigation is critical. I conduct independent investigations that are thorough, procedurally sound and capable of withstanding scrutiny. My independence from the organisation allows all parties to engage with confidence, and my findings give leadership teams the clarity they need to act decisively and proportionately.

The People dimension of a transaction or restructure is frequently underestimated. Done well, it protects deal value, manages legal risk and preserves workforce trust through a period of uncertainty. I have supported M&A activity across global professional services, specialist consulting and marketing and communications organisations, advising on transactions where workforces have ranged from around 30 to over 300 employees, covering the full People workstream from pre-deal due diligence through to close.

For restructures and redundancy programmes, I advise executive teams on People strategy, process design and legal compliance, including the people and productivity implications of AI deployment, automation and shifting workforce models.

Managing people across borders introduces a layer of complexity that demands more than familiarity with UK employment law. Differing legal frameworks, cultural dynamics and jurisdictional obligations require careful handling. I advise organisations on cross-border workforce matters, drawing on extensive experience of international labour law frameworks to support executive teams in making well-informed decisions across their global operations.

Managing people is one of the most demanding responsibilities in any business, and one of the least well supported. When managers are not equipped to handle difficult conversations early, performance issues go unaddressed and employee relations problems that could have been resolved quickly escalate into formal processes, legal risk and significant cost.

These workshops are designed and delivered by a senior HR advisor with over 25 years of practice, drawing on deep expertise in UK employment law and extensive practical knowledge of how employee relations issues actually develop, and how they can be avoided. With significant changes to UK employment law approaching, there has never been a more pressing reason to ensure managers are properly equipped.

Workshop 1: Managing Probation and Performance with Confidence

Focused on what managers need to do now, before January 2027 changes the risk profile. Practical guidance on probation, performance, documentation and difficult conversations, with case studies drawn from real situations.

Workshop 2: People Management Essentials

A practical overview of managers' core people management responsibilities, giving them the knowledge and confidence to handle day-to-day issues correctly and consistently, with less reliance on HR escalation.

For maximum impact, workshops are delivered in person. I typically recommend separate sessions for senior leaders and other managers, allowing discussion and case studies to be tailored to different levels of responsibility.