I lead teams through the complexity and uncertainty of organisational change so they feel valued – and stay – once change has been delivered. Change initiatives often focus on the “mechanics” of business transformation, such as processes and technology, and often fail to recognise the value of people to the success of change programmes. I bring teams together through and beyond change to build relationships and trust, and identify strengths, so teams can lean on each other during uncertainty and realise the opportunities that change often presents; meaning high performing employees are more likely to persevere during a difficult period, perform better, and don’t seek alternative employment. This is based on over 15 years of team leadership, Big 4 senior change consulting, operating model design, facilitation and mentoring as part of large organisational change initiatives in Financial Services (predominantly mergers, acquisitions and divestments) and a Psychology PhD on thriving at work.