TUPE, M&A and Organisational Change

• TUPE transfers: planning, consultation and delivery across transfers of employees between organisations.
• Restructures and redundancy consultation: designing and running change programmes that are fair, compliant and commercially sound.
• Mergers and acquisitions: workforce integration, culture alignment and operating model changes that stick.
• Organisational design: reviewing structure, roles and accountabilities to reflect where the business is going, not where it has been.
• Employee relations during change: managing disputes, union conflict and workforce engagement when uncertainty is high and trust has already been damaged.

Workforce change is manageable when it is planned properly, communicated clearly and led with steady judgement. What tends to go wrong is when the people workstream gets treated as an afterthought to the commercial or operational plan.

I work alongside leadership teams to make sure the HR side of the change is structured, legally sound and genuinely understood by the people going through it. I've led TUPE transfers where consultation had already broken down before I arrived. I've run restructures where the union relationship was adversarial and the timeline was non-negotiable. The aim is always the same: protect the organisation from tribunal exposure and keep the workforce engaged on the other side.

Restructuring a national branch network. A national property services business with around 5,000 employees across 700 branches needed to restructure under sustained market pressure. I designed a new target operating model covering job design, career paths, remuneration and terms across sixty brands, and led the people side of a programme that closed over 100 branches. The programme delivered £9m in operational savings while maintaining service continuity throughout.

Leading the people workstream in a major acquisition. A large insurance group acquired a commercial lines business, bringing around 750 employees into the organisation under TUPE. I led the people workstream end to end, covering TUPE compliance, organisational design, data integrity and change readiness. Attrition was held below 13% despite prolonged uncertainty, and the transition into business as usual was clean.