Change management

  • COO during the period InterResolve grew from 2 people to 35
  • Experience of growing a talent base, bringing in expertise to allow InterResolve to build and eventually the managers to run the business once it was established
  • The key point of contact between InterResolve’s team of IT developers who were building its bespoke technology platform and the employees and outsourced contractors who were responsible for delivering the services. Responsible for ensuring that these two teams understood InterResolve’s strategic objectives and worked together to meet them
  • In light of impending wholescale reform of the civil justice process, devised and ran an in-house training programme that ensured that all the relevant partners, solicitors and support staff were ready when the changes came into effect
  • As Chair of Trustees, formulating and driving the strategy to change The Kids' Cookery School from a successful local delivery operation to a national consultancy and training operation with a delivery arm, including recruitment of additional high-level trustees to meet the specific role skills and strategic input required at Board level

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