I have built talent functions.
Now i help the, find their own way.
Most of my career was spent building TA functions that worked at scale. Now I help TA leaders and the businesses they support find clarity on what their function is for, how it creates value, and what makes their approach distinctly their own
Where i learned what matters
I built and led talent acquisition functions at Arup, Ramboll, and Atkins: global engineering consultancies with thousands of employees across dozens of countries.
I designed hiring strategies for technical roles no one knew how to source. I scaled TA teams from reactive order-takers into strategic functions. I reduced external recruitment spend by millions while improving quality. I built infrastructure that worked across UK, Nordics, Germany, India, Middle East, and USA.
But the most valuable thing I learned wasn't how to optimise processes.
It was recognising when the process wasn't the problem. When organisations were hiring efficiently but for the wrong capability. When metrics looked good but masked strategic drift. When "culture fit" was creating teams that couldn't see their own blind spots.
That is what I help TA functions do now: find a clear answer to the questions that rarely get asked and the confidence to build a strategy around those answers.
How i work with clients
I don't arrive with a methodology. I arrive with questions.
Every engagement starts the same way: I listen to where your TA function is now: its purpose, its position in the business, and the assumptions underneath its current strategy. From there, the work takes shape around what your organisation needs
I'm direct. Clarity requires honesty. I'll tell you what I see, ask the questions that create discomfort where discomfort is useful, and say clearly when I think the thinking needs to go further. That directness is in service of your clarity, not a performance of challenge.
I surface what's worth examining. Every TA function has assumptions it acts on but rarely tests. I create the conditions, and ask the questions, that make honest examination possible. Not to find fault, but to find a clearer path forward.
I build capability, not dependency. My job is to give your TA function the clarity, the confidence, and the strategic foundations to move forward under its own direction. A successful engagement means you leave with something that is genuinely yours, not a reliance on someone else's answers.
I'm selective. I work with a small number of clients because this kind of partnership requires genuine depth; of understanding, of trust, and of time. This isn't for every TA function. It's for leaders who want more than a faster process: who want a clear strategy, a confident voice, and a way forward that is distinctly their own.
