Restructures, new teams, TUPE and the workforce plan that ought to come first. Two decades of it, on leadership teams in banking, IT consulting and charities. You get me, not a junior.
How we work with clients, what each engagement covers and where we add most value.
The headcount question answered properly: what your growth plan actually needs in people, skills and cost, and where today's team leaves you exposed.
Spans, layers, decision rights and who genuinely owns what. Structure designed around the work the business has to do, not around whoever happens to be in post.
Consultation run properly, timelines that hold, and managers who know exactly what to say in the room. The legal process and the human one, handled together.
One-to-one coaching for leaders carrying a reshaped team, and practical grounding for the managers beneath them in the parts of the job nobody trained them for.
The paperwork your structure sits on: contracts, handbook, and policies managers can actually follow, plus an honest audit of what is missing before it costs you.
A senior HR head on call through the months either side of a change programme. Board papers, escalations, hiring and reward calls, and the awkward decisions.
Forty IT people and forty HR people once reported to me. Workforce plans that ignore systems, data and delivery cadence come apart by month three. Mine account for both.
Chartered Fellow is the CIPD's most senior grade, and the person holding it is the person in your boardroom. No account manager fronting the work, no researcher drafting your restructure behind the scenes.
Name every deliverable before the work starts and scope creep becomes mine to manage rather than a line on a final invoice you were not expecting. Fixed fee, agreed up front.
Prince2, Scrum Master and ITIL sit behind the HR credentials. Sprints, roadmaps and stand-ups are how fast-moving finance and technology businesses run, so that is how the work lands.
An NDA is signed before the first file changes hands. Redundancy and restructure plans leak easily, and the damage falls on people who have not yet been told.
Sometimes the assessment shows the foundations are already sound. If your issue is one manager conversation rather than a redesign, I will tell you that on the call.
Eight to ten questions, scored one to five, on how your people strategy actually performs. The answers plot as a chart: weak foundations sit at the centre.
We read the chart together. Where the gaps sit, what is driving them, and whether the work you think you need is the work you actually need.
A written plan with objectives, timelines and named accountabilities, delivered in sprints you can track. Aftercare stays in place once the new structure goes live.
I have spent twenty years inside the machine rather than commenting on it: HSBC, IT consulting, Investors in People and the charity sector. I sat on leadership teams, held governance, rebuilt People functions that had stopped working, and at my largest ran teams of up to 40 HR people alongside 40 in IT. Running both sides taught me what most HR advice misses: how systems, data and people decisions are wired together.
PENRIGHT Consulting is deliberately narrow. Organisational design and workforce planning sit at the front, because that is where the expensive mistakes get made. The restructure shaped around who happens to be available rather than what the business will need next. The new team stood up with no target operating model behind it. Employee relations, EDI, L&D and people operations come with me. They support the design work; they do not lead it.
The practice is new. The experience behind it is not. I work from Minehead, with clients in the City and across the South East: on site when the room matters, remote when it does not. Chartered Fellow of the CIPD, employment law trained, Prince2, Scrum Master and ITIL certified. Straight-talking, pragmatic, and good company through a hard change programme, which counts for more than it sounds when you are the one delivering the news.
Disciplinaries, grievances, appeals and exits that need a steady hand and a clean paper trail. Handled discreetly, with the manager coached through it rather than replaced in the meeting.
Job profiles, scorecards and interview structure, so a shortlist is judged against the role you designed rather than against whoever interviewed best on the day.
Sessions built around your live situations: absence, performance, difficult conversations, the new structure. Delivered on site or remotely, with materials your managers keep and actually use afterwards.
The work sits with London and South East businesses growing faster than their structure: fintech and financial services in the City, technology firms along the Thames Valley, charities and professional practices. Run from Minehead, on site when the room matters, otherwise remote.
The practice is new; the twenty years behind it are not. Recommendations arrive through LinkedIn and go up here as they come, unedited. In the meantime, judge the thinking: take the assessment and see what the first call is worth.
The assessment comes first, so we are not spending the call on background. Your scores reach me before we speak, and the conversation opens on the two or three areas that scored lowest: what is causing them, what fixing them involves, and whether that is a project or a single conversation with one manager.
There's no rate card, because rebuilding an operating model and refreshing a handbook are not the same job. After the discovery call you get a written proposal: defined deliverables, a fixed fee, and the invoicing schedule stated up front. Additional work is quoted separately rather than absorbed quietly.
Yes. London and the South East are the patch, and the practice runs hybrid by design. Planning, design and documentation are done remotely; I travel in for the work that needs a room, such as leadership workshops, consultation and exec sessions. On-site days sit in the roadmap from the start.
Chartered Fellow CIPD and employment law trained, with twenty years of these processes behind me: consultation timelines, selection criteria, scripts, documentation, appeals. I am not a solicitor, and where a matter turns genuinely contentious I'll say so and tell you to take legal advice rather than improvise.
An NDA is signed as standard before any detail changes hands. Early restructure and redundancy thinking stays between us until you choose to communicate it, and nothing appears as a case note or a LinkedIn post without your written agreement.
No. Fintech is simply where the method gets tested hardest: headcount that doubles, priorities that move every quarter, structures that never catch up, so plans have to be built in short agile cycles rather than annual ones. The same discipline holds in banking, IT consulting, charities and professional services, where my own career was spent.
Eight to ten questions and one chart showing where your people strategy is load-bearing and where it is running on goodwill. Bring it to a discovery call and we will read it together.
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