Most people problems are structure problems in disguise
Twenty years shaping how organisations are built: HSBC, IT consulting, Investors in People, charities. A Chartered Fellow of the CIPD, advising London and South East leadership teams on restructures, new team builds and the workforce plan beneath them.
- Senior-level advice, no juniors
- Clear, jargon-free reporting
- Sector specialist
- Confidential & discreet
Regulated, qualified and accountable
Every certificate, guarantee and insurance document is kept current and available on request before any work starts.
- CIPD qualified
- Chartered Fellow CIPD, Prince2, Scrum Master, ITIL
- Employment law trained
- Professional indemnity insured
- Professional body member
- Public liability insurance
- Fully insured
- Accredited & fully insured
- Fixed fee, no surprise invoices
- Deliverables agreed up front
- NDA as standard
- Confidential & discreet
- Satisfaction guarantee
- Aftercare support included
Where PENRIGHT Consulting makes the difference
How we work with clients, what each engagement covers and where we add most value.
Workforce planning and target operating models
The flagship engagement: what capability your strategy actually demands, what you have today, and the honest gap between the two, costed and sequenced before anyone advertises a role.
- Target operating model designed against the strategy
- Capability, headcount and cost gap analysis
- Roadmap with dates, owners and measurable objectives
Restructures, new team builds and TUPE
Restructures where the design is settled before the consultation letters go out, and redundancy or TUPE is run so people are treated like adults throughout.
- Structure and job profiles agreed before consultation
- Redundancy processes run start to finish
- TUPE transfers in and out, both sides of the deal
Leadership coaching and line management practice
Coaching for leaders handed a team and a title but never a manual, plus line management standards your managers can use on a Monday, not just nod at.
- Confidential one-to-one coaching for senior leaders
- Workshops on difficult conversations and performance
- Management frameworks written for real diaries
HR audits, contracts, handbooks and policy
Contracts, handbooks, policies and job profiles that hold up when tested. An HR audit comes first, so you fix what is genuinely broken rather than what is loudest.
- HR audit with a prioritised fix list
- Employment contracts and handbooks written plainly
- Disciplinary, grievance and employee relations casework
Retained people partnering for fintech and scale-ups
A senior HR partner on call for firms too small for a people director and too fast-moving to wing it. Fintech pace, board-level conversations, no juniors.
- Senior-level partnering, never passed to a junior
- People operations, EDI and L&D under one retainer
- Deliverables and fees agreed up front, NDA as standard
Built from both sides of the org chart
Two careers, run side by side. HSBC on the banking side, then IT consulting, Investors in People and the charity sector. At the peak of it, an HR function of forty and an IT department of forty more, a seat on the leadership team and governance to hold. Rebuilding people teams that had lost their shape taught the lesson everything here is built on: the org chart is where behaviour starts.
Why clients appoint us
- 01
Forty HR people, forty in IT
Running both functions, and sitting on the leadership team above them, shows you how often a grievance, a bottleneck or a resignation traces back to a badly drawn reporting line.
- 02
Chartered Fellow with a Scrum Master certificate
An unusual pairing. CIPD rigour on the people side, PRINCE2, Scrum and ITIL discipline on the delivery side, so the plan behaves like a programme rather than a document that gets filed.
- 03
The person you meet does the work
No associate network, no juniors briefed the night before. Every discovery call, every diagnostic and every board conversation is handled by the same consultant, with twenty years behind the advice.
- 04
Fixed fee, deliverables agreed first
Each engagement is priced as a bespoke proposal with the scope written down before anything starts. Scope creep is managed on my side, not billed to yours. NDA as standard.
- 05
Fintech pace, HSBC-grade governance
Fast-growing regulated businesses change shape every quarter. Plans built here flex with that, without losing the audit trail, controls and documentation a bank spends decades teaching you to keep.
- 06
One adviser for the whole lifecycle
Once the structure is right, the rest still needs doing: contracts and handbooks, disciplinary and grievance, HR audits, recruitment support, employment law questions, or a retainer covering all of it.
A straightforward way to start working together
- 01
Score your foundations
Eight to ten questions, answered one to five, plotted as a pie chart. Weak foundations sit near the middle. The areas you have genuinely nailed reach the outer edge. Ten.
- 02
Where the chart dips
The call goes straight at your lowest-scoring segments: what those gaps cost in management time, risk and pay, and whether outside help is warranted at all. If it is, a.
- 03
Build the plan, then run it
Roadmap, timelines, objectives and a named owner against every line of it. Delivered in agile sprints, hybrid by default, with the leadership team accountable for their own commitments. Aftercare continues.
Where else clients bring us in
If your situation sits slightly outside this, it is still worth a conversation.
Rebuilding a people function
When an HR team has drifted into admin and firefighting, the repair is structural: roles redrawn, service lines defined, governance set, then the function handed back to a leader who can run it.
The people side of technology change
Having sat on both sides of a system rollout, I plan the operating model and the people who have to live inside it together, rather than redrawing the org chart once the software has landed.
Governance for people programmes
A restructure run as a programme rather than a run of conversations: stage gates, a risk log, decisions recorded and a reporting rhythm your board can follow without chasing anyone for it.
Hiring design and recruitment support
Job profiles, interview frameworks and selection criteria, so the roles your workforce plan identified get filled by people who can genuinely do them.
EDI beyond the poster
Inclusion examined where it actually shows: hiring routes, progression criteria, exit patterns and everyday manager behaviour. Findings told straight, with the changes worth making ranked.
Questions clients ask before we start
What actually happens on the first call?+
You answer the scored questions first, so we open with a picture of your people strategy rather than a blank page. Then I go after the pressure behind the low scores: a growth plan, a cost target, staff transferring in, a team quietly losing its best people. You leave with a view on what to.
How do you price an engagement?+
Every engagement is priced as a bespoke proposal: scope, deliverables and timelines agreed in writing before work starts, then a fixed fee against them. No hourly clock, no invoice at the end you weren't expecting. If the scope genuinely changes, we agree the change and the cost first.
Do you work on site or remotely?+
Both. I'm based in Minehead and work across London and the South East, so workshops, consultation meetings and leadership sessions happen in the room where they land better, while modelling, drafting and analysis are done remotely. Standard business hours, built around your board and management dates.
Who will be doing the work?+
I will. There is no associate bench and nothing gets handed down: the consultant who scopes your restructure is the one drafting the final plan and taking it in front of your board. An NDA is signed before anything sensitive changes hands.
Can you run us through a redundancy or TUPE process?+
Yes: consultation timelines, selection criteria, scripts, documentation and the structure you are moving into. My employment law training and CIPD fellowship mean the process is built to stand up to scrutiny. Where a matter needs a solicitor's sign-off or tribunal representation, I'll say so rather than improvise.
Is this a one-off project or an ongoing arrangement?+
Either works. Some clients want a workforce plan or target operating model delivered and properly handed over. Others keep me retained as their senior people partner, which suits fintechs where headcount and priorities shift quarter by quarter. Aftercare is included both ways, so plans don't stall after handover.
Client recommendations
Restructures and redundancies are rarely public work, so most of it stays behind an NDA. What clients are willing to say, they say on LinkedIn, and their recommendations are gathered here as they come in.
Clients we support across London, South East
The desk is in Minehead, on the Somerset coast. The work is mostly in London and the South East: on site in the City, Shoreditch or a Thames Valley office for the sessions that need a room, remote for everything else.
Working with Clients in London
We support a number of London businesses, in person or over video, whichever suits.
Enquire about LondonWorking with Clients in South East
South East clients make up a steady part of our work, so the local picture is familiar.
Enquire about South East
Where does your people strategy actually sit?
Eight to ten questions, and your people strategy comes back as a chart you could put in front of a board. Then a discovery call to talk through what it shows and what the gaps.
- Telephone
- 07795013000
- Based
- Minehead, Somerset
- Working across
- London and the South East