1. 1
Career Summary
ROY MARK (FCIPD)
(Fellow of Chartered Institute of Personnel & Development)
Tel 07736 631834 ; email roymark2000@aol.com ; http://www.linkedin.com/in/roymark
Address; 45 Mile Stone Meadow, Euxton, Chorley, Lancashire. PR7 6FB
PROFESSIONAL PROFILE
A senior HR professional who blends his extensive experience of all streams of human
resource management with a highly commercial and pragmatic approach to improving the
resourcing, development, organisation, reward and engagement of people.
This breadth of general HR expertise is complemented with in-depth transition and change
management experience gained in particular through undertaking outsourcing transfers
(TUPE), business acquisitions, restructuring, downsizing and performance improvement.
This experience has enabled successful senior leader business partnering up to Managing
Director levels.
SAMPLE EXPERIENCE AND RESPONSIBILITIES
Transition and Change Management;
 Designed and led the exit from over 20 contracts within 5 months in 2015, through TUPE
exits and redundancy
 Led the due diligence and transfer stages of the transfer of 2000 retail contact centre staff
across 4 contact centres, within a trade union environment.
 Supported all stages of the TUPE transfer and cultural transition of 1700 IT professionals
following outsourcing against a background of trade union active resistance. Led trade union
consultations with local and regional officials on subsequent restructuring, change and
adoption of USA parent organisations culture.
 Designed, gained senior management sponsorship,and implemented single HR process and
policy adoption across a multi-site contact centre operation, that also balanced group policy
with operational necessity.
 Supported the due diligence stage of a public sector outsourcing contract within the Danish
public sector identifying cost risks and potential savings to the contract proposal cost
structure for the transfer of 3000 staff.
 Led the HR element of business acquisitions of up to £25m revenue/300 staff from the due
diligence stage to integration, restructure, harmonisation and cultural change
 Led multiple redundancy programmes of up to 1000 staff within unionised environments
 Undertook multiple organisational redesign projects from workshop design and delivery
through to role redesign, change management, communication and restructuring, including
redundancy management and subsequent business planning
 Managed divisional transfer of 300 engineering/scientific specialists without staff loss
 Led bespoke business scoping and planning workshops as a precursor for organisational
change
Reward Management
 Re-design of sales commission scheme paying £12m pa to reduce overpayment for
underperformance and shift sales focus from IT hardware to IT Services. Integrated with
sales development programmes and sales competency frameworks
 Introduction of performance management pay based on linkage to PDR and KPI’s
 Design of Broadband grade structure, its alignment with training and development
programmes, benefits harmonisation and a flattening of management structure
 Market analysis of all roles within a 1000 staff organisation with subsequent design and
stakeholder buy-in for cost effective corrective action and role redesign
 Designed, managed and approved all reward for a £450m business including bonus plans,
commission plans, annual pay awards, recruitment, etc.
 Undertook pay analysis for a 2000 strong UK operation, identifying risks, costs and priority
actions.

2. 2
Training and Development
 Designed and led the implementation of a senior management competency framework and
assessment project for Serco’s Defence business unit. The outputs led to increased
awareness of management deployment mismatches and accurate identification of the focus
for future training and development.
 Reviewed proposals for career paths and job family design within Greater Manchester Police
for 6000 non-uniformed staff. Alternative structure proposed and accepted with an additional
benefit of cost savings of £10m identified.
 Designed, developed and obtained senior manager buy-in for a talent assessment tool and
review process for senior manager successors that quantified individual and team
development needs/status. Implemented at BAE Systems.
 Reviewed an existing early career engineer talent awareness project, producing
improvement recommendations and stakeholder buy-in to a pilot programme
Project Management
 Project managed the development of a multi-site redundancy programme within a unionised
environment affecting 1000 staff
 Project managed or supported the HR segment of multi million pound IT outsourcing projects
for organisations such as BAe; ROF; Anglia Water, United Distillers; JP Morgan; Siemens,
etc
 Joint runner up for CSC Computer Sciences UK Project Manager of the year for first the UK
wide accreditation for Investors in People
 Serco PULSE award winner for Inspirational Leadership following a successful site closure
project
 Project managed business acquisitions of up to £25m in purchase value (£150m revenue)
 Led the replacement of Hay grade structure with Watson Wyatt within BAE Systems Central
Engineering function
Operational Management
 Divisional board member of a £450m/1000 staff IT sales and service organisation, operating
at multiple sites within the UK and Ireland, within a FTSE group structure
 Managed an IT department of 35 staff including all IT internal services, telecoms,
eCommerce, web sales of £30m and systems development. Managed third party IT services
suppliers of up to £3m pa contracts and programme managed and approved system
development projects reducing the work in progress from 50 projects to 20 at a cost saving
of £400k from a £3m budget.
 Responsible for Health & Safety; Security of £8m of stock; facilities management across a
multi-site/1000 staff organisation
Resource Management;
 Led the recruitment and training of 2222 contact centre staff across the UK to ensure
outsourced contracts could be met
 Undertook a rapid recruitment programmefor 250 scareskills IT professionals across the UK
utilising multiple methods of resourcing
 Scoped and negotiated the outsourcing of a 300 vacancies per annum/£500k recruitment
project to a third party supplier. Supplier management for outsourced recruitment.
 Created and successfully introduced a new culture of internal career movement to address
retention and create non inflationary reward improvements to meetexternal pay market levels
 Identified the true cost of sales staff attrition (£4m-£5m) and introduced a series of changes
to development, reward and culture that reduced attrition from 50% to 25% in 12 months with
a saving of circa £5m
 Addressed local shortages of skilled external candidates by recruiting graduates in Poland
with the additional objective of creating a new talent pool pipeline for roles across the
business at negligible cost

3. 3
April 2016 – Present Interim Senior HR Consultant
Aug 2015 – April 2016 Webhelp UK – Head of Strategic People Programmes
Role Objectives;
 Responsible for delivering strategic people programmes and policy development predominantly
covering the UK but due to the nature of our business, often involve European and Global
involvement.
 Current project involves the closure of 2 sites involving 700 staff within a trade unionised
environment, following the move to a more digital service and the transfer of work to South Africa
and Cardiff.
 Previous project involved the oversight and direction for a global business transfer for a major
European airline involving UK; Poland; India; Morocco; Portugal ; France; South Africa, with a
combination of site ‘ramp-ups’ and ‘ ramp-downs, involving redundancy and TUPE transfers.
Aug 2014 – Aug 2015 Serco – Global Services – UK&E – HR Director
Role Objectives;
 Responsible for all elements of the HR service to 4500 contact centre and support staff in the
UK and Poland
 Triple reporting into UK; India; and the Operation areas
 MD and senior team coaching and business partner support
 Member of the Private sector operations board
 Strategic development of HR and its services following the creation of the Private Sector
Business Unit
 Lead the HR stream for the exit of 20+ contracts (TUPE/Redundancy)) and the sale of the UK
Contact Centre business from Serco in 2015
 Support and partake in new buyer preparation and sales
 Negotiate/consult with full time Trade Union officials of the restructure and change programme
April 2012 – Aug 2014 Serco – Global Services – Retail Business Unit – Senior HRBP
Role Objectives;
 Lead the integration of retail contact centres across the UK into one business unit. Contracts
included Shop Direct Group; British Gas; Selfridges; Fortnum & Mason; Ideal Shopping; FGH..
Manages a team of 50 mixed HR; Training; Recruitment; and other staff.
 Lead the design and delivery of a management development programme for 220 junior
management
 Undertake bid support for new contracts and subsequent TUPE transfers.
 Develop people strategy covering resourcing; reward; L&D; process training; succession
planning; and staff engagement.
 Lead the restructure of the business unit including site closures; redundancy programme
management; off-shoring to South Africa and India.
 Create an HR Team shifting them from a site administration focus to regional business partners.
April 2011 – April 2012 Serco - Defence, Science and Nuclear Division – Interim HR Director
Assignment Objectives;
● Provide HR support for 30+ multi-activity services contracts employing 2500 staff providing mixed
services from all aspects of aircraft engineering through to basic facility services.
● Defined and aligned the HR plan and priorities necessary to support the divisional and group
projects, from which the HR team’s objectives were set, and commercially focused solutions
identified for the effective deployment of people.
● Provide senior leadership team support on people, business and personal development needs,
including through contributions to ‘black hat’ new business reviews and trading reviews.
● Lead the TUPE transfer process for multiple service transfers and subsequent transition.
● Create and implement a leadership succession planning and career development framework for
the Contract Management Job Family up to and including Director level
● Create career structures and job design to reflect the changes in culture and performance
required in the future
● Identify performance improvement methods and the resultant actions required including the
removal of ineffective roles and structures

4. 4
February 2011 – April 2011. Reliance Security Systems – Interim Senior HR Consultant
Assignment Objectives;
● Project Manage the contract requirements in regards to training and development for a 1100
staff/£150m TUPE transfer for UK Border Agency contract from the incumbent supplier
● Design and deliver recruitment programme in Northern Ireland for Greenfield immigration escort
service
April 2010 – January 2011 BAE Systems – Military Division - Interim Head of HR
Assignment Objectives;
● Provide Director level business partnering support for the Central Engineering Function who’s
role is to define and implement across BAE Systems ,its engineering governance; safety systems
and engineering methodology/processes for all its military aircraft platforms (manned and
unmanned)
● Provide operational HR support to the central engineering function on all people related matters
● Support senior level re-grading evaluation project (Watson Wyatt)
● Develop and implementsenior managementsuccessionplanning programme/competencies and
assessment/evaluation tool. Undertake the assessment of senior managers in order to develop
succession plans and development needs
● Provide the HR input for the design, development and implementation of a Competency
Management system
● Lead the definition of the service, and supporting organisational design, of the Human Factors
Integration department
● Develop an Early Engineer Career development and ‘HIPO’ identification process
February 2010 – April 2010 Greater Manchester Police - Interim Project Leader
Assignment Objectives;
● Project led a review and analysis of the 6000 strong staff organisation of GMP in terms of the
efficiency of its existing job and career structure against proposals for change
● Review the proposals for the redesign of the grade, job and career path structure
● Consult and seek engagement with senior level stake holders for the new proposals
● Produce a methodology, identify the efficiency improvements and develop a high level
implementation plan and communication tools for the proposals
● Produce a detailed set of proposals on the needs and proposals for change and obtain buy-in
from senior management and officers. Proposals included;
● Proposals developed for the consolidation of 900 jobs into 60 role profiles, 9 Job Families
and a 6 band structure to replace 27 grades
● £10.9m of firm cost savings identified
● Proposals for changes to career development and performance management identified an
opportunity to improve efficiency by 10%-20% and reduction of management by 10%
● Methodology and process designed to redesign roles which would reduce hierarchy and
management levels
● Developed and recommended a Career Framework for all 13,000 GMP staff
Nov 2008 – Dec 2009 DSGi (B2B Contact Centre Operation) - HR & IT Director
Responsibilities;
● To define and implement the human resources strategy and plans for a £450m/1000 staff B2B
IT Sales and Services division of DSGi. Responsibilities included leading and ‘hands-on’
involvement in the re-organisation of the business in terms of site closures, support staff
reductions, management de-layering, re-grading, skills retention, cost reduction, etc.
● To develop and implement the Information Technology strategy covering the development and
maintenance of the software and hardware infrastructure through a combination of in-house
delivery and the management of third party partners.
● To review all IT projects with a view to reducing costs; improving business performance and
internal/external customer service.
● Management of 65 professional HR, IT and support staff, with budget responsibility for the
organisations remuneration costs and operational budgets for HR/IT/Facilities/Security.
● Contribute as a divisional board memberto the development of DSGi Business recovery strategy
and operational plans for HR and IT.
● Direct budget responsibility for £4m IT; £3m HR; £1m Facilities ; £25m reward and benefits

5. 5
Jan 2005 – Nov 2008 DSGi (IT B2B Contact Centre Ops) – HR & Development Director
Responsibilities;
● Strategic direction and development of pro-active employment and training strategies and plans
from the general requirements of the business plan or in recognition/anticipation of organisational
change and financial/competitive pressures on the business. Plans covered all professions
including; Sales; Marketing; IT; Buying; Finance; Customer Services etc.
● To develop and implement the human resources solutions for business improvement, personally
taking the lead for the design, planning and implementation of solutions for recruitment, training,
retention, motivation and reward of 1000 staff across all role disciplines, to realise their full
potential, and to support the objectives of the company’s 3 year business plan in relation to
people, profitability and growth.
● Contribute to DSGi Retail group wide HR planning, HRIS implementation and associated process
re-design policy design and change management.
Nov 1999 – Nov 2008 DSGi (B2B Operation) - Head of HR / HR&D Manager
Responsibilities;
● Several HR roles increasing in scale and responsibility over a period of rapid growth organically
and through business acquisitions involving TUPE transfers with process and cultural integration,
eg, 350 to 1000 staff and £200m to £450m in 6 years.
● Managed and developed an HR team of at time up to 20+ providing a full HR service provision
for multiple sites across the UK
● Introduction of broad band grading with associated competency and pay framework
● Acquisition, transfer and integration of 2 new businesses
● Multiple recruitment campaigns including international
● Development of a £2m pa sales training programme
● Design and implementation of bonus and sales commission plans of £12m pa
● Redundancy, management delayering and site closure projects
● Organisational and role design workshop design and delivery followed by change
management implementation
● Policy and process design for divisional and Group organisations
● Succession planning process development and operation
● Pay audit, reviews and cost effective recommendations for action
April 1994 – Nov 1999 CSC Computer Sciences Ltd – HR Manager
Responsibilities;
● Large scale IT outsourcing management for Global USA business, including due diligence
analysis; cost analysis, organisational design, transition meetings; Trade Union consultation on
TUPE/redundancy/change and cultural integration/change management.
● Undertook all recruitment for Project Management; Applications Development (eg, SAP; BaaN;
ABAP; Java; C++; Cobol; etc.) ; Network and Data Centre support; etc.
● Responsible for planning, implementation and control of a UK recruitment programmefor a multi-
site, organisation of 1,700 IT staff across the UK from IT Desktop Engineers to highly specialised
Technical Architects/Business Analysts/Systems Designers.
● Development, implementation and operation of an HR Service Centre using IT help desk
technology. Development of ongoing organisational and process improvements necessary for
the Service Centres smooth operation and extension across the UK covering 2000 staff/25 sites.
● Team member of international public sector IT outsourcing project in Denmark.
● Led CSC’s first Investors in People accreditation
March 1975 - April 1994 BAe (Military Aircraft) - Various roles in HR and Engineering
A Career Highlight during this period included the establishment and operation of a new operation
for BAe Military Aircraft Division at Bristol incorporating highly specialised and security sensitive
groups engaged in the design and development of Electronic Warfare technologies; Naval Systems;
Underwater Systems; and covert communications technology. This group were a combination of
scientists and the UK/European experts in their field.

6. 6
Qualifications
- 2004 - Chartered Fellow CIPD (FCIPD)
- 1997 - Member CIPD
- 1994 - Graduate IPD
- 1992 - IPM Professional Management
Foundation Programme
- 1990 - Certificate in Personnel Practice
- 1979 - City and Guilds Mechanical Engineering
- 1979 - Apprenticeship