STANTON+CO​​​​​

• Successfully managed a number of sensitive investigations in the US, Africa, UK and Europe, many involving regulatory issues and regulators.

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• Project managed and implemented a number of substantial redundancy exercises in organisations in the UK, Europe, Asia and the US.

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• Successfully implemented the people aspects of a management buy-out including setting up the resultant partnership structure.

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• Managed people-related regulatory matters including in relation to SMCR, CRD IV, AIFMD, UCITS V, MiFiD II, Gender Pay Gap Reporting, BB-EEE Reporting (South Africa).

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• Managed the people aspects of the response to the COVID-19 crisis in schools including significant trade union relationship management.

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• Overseen the legal and broader human capital issues related to a number of high profile team moves.

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• Managed people and associated legal and tax issues in setting up and closing offices in Europe and Asia.

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• Managed a number of contentious TUPE transfers and IT outsourcings.

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• Drafted and implemented new equity and fee share arrangements for portfolio managers and other key staff.

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• Handled numerous high profile/high value exits around the world sensitively and successfully.

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• Set up a number of Remuneration Committees together with associated governance and regulatory reporting.

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• Rolled-out global diversity training and implemented a set of diversity principles with the aim of improving “diversity of perspective”.

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• Managed all HR, employment law, share scheme and compensation issues in connection with an IPO (including setting up of new share schemes and winding up of existing off-shore partnership equity structure).

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• Managed all employee and equity-related aspects of the sale of Gartmore to Henderson.

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• Provided training on a wide variety of HR, leadership and employment law issues.

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• Reorganised and transformed a number of HR functions into highly performing, commercially focussed functions integral to the organisation.

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• Introduced and implemented a new talent development programme, including talent mapping, designed to help ensure more consistent people decisions and better engagement/retention of talent.

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• Re-designed the recruitment process and strategy and rolled out associated interview training, taking direct hiring to 60% globally and female recruitment to 55%.

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• Launched a global wellbeing initiative focusing on financial, mental and physical wellbeing with the aim of enhancing employer brand and building better engagement and retention of staff.

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• Ran an employee engagement survey and managed the feedback to staff including town halls and focus groups.