Paul Wray

• Advised senior leaders on business cases development for organisational change. Supported them with the design, mitigation and risk assessments. Oversaw the implementation of new functions, teams, capabilities and roles to meet firm strategic objectives; • Mapped the "as is" state of the people lifecycle as part of the operating model review. Facilitated cross-functional workshops to identify areas for improvement and increased efficiency in the "to be" model; • Worked with the Chairman and CFOO on the restructuring of various central management teams ; • Led talent identification exercises across the Disputes division and Business Services groups • Coached senior managers on how to manage conflict and deal with sensitive ER and performance management issues; • Led the HR shared services team of 7 people. Delivered process improvements and case management tracking, reduced complaints and increased client satisfaction;

• Provided analysis for partners on chargeable hours, staffing levels and team structures across the division and advised on solutions to manage talent to improve productivity and efficiency; • Worked with Graduate Development team to ensure practice groups delivered a high quality training experience to ensure a steady pipeline of junior lawyers into the practices; • Supported the IT Director on the global restructuring of the IT team. Relocating 30 roles from London to a new office in Glasgow; leading on the redundancy and recruitment processes and coordinating joiner and leave dates to allow for effective knowledge transfer; • Undertook various talent management projects supporting the firm's goal of being an exceptional place to work including Partner 360 feedback, Associate expectations framework and appraisal

Worked as a trusted advisor to Practice Group Managers developing operational and strategic initiatives. Acted as the main point of contact for the practice and managing the HR relationship ensuring an effective delivery of the HR service

Worked closely alongside a large international client group to deliver key people strategies to manage capacity levels, develop talent and strengthen the practice.

Provided a generalist advisory service to senior managers and directors on the full spectrum of ER issues. This including managing the collective redundancy process and trade union negotiation. Set up a recruitment agency preferred supplier list and introduced key metrics measuring recruitment costs, cost per hire and time to fill vacancies. Developed a retention strategy to improve talent management and succession planning and wrote policies on bullying & harassment, diveristy, disciplinary & grievance, and absence