Relevant experience includes:
In her early career, Cheryl was a lecturer in Organisational Behaviour at a technology college in Vancouver, Canada, and provided consultancy and training and development to Credit Unions and various Canadian federal and provincial ministries. Subsequently she moved to the UK as an internal OD consultant to an international organisation, providing internal consultancy on a wide variety of change problems including improving performance of complex technical programmes, establishing strategic partnerships and improved supplier relationships.
She set up her own consultancy in 1994, and since then has focused on helping senior management introduce and manage strategic and cultural change for international global organisations in various sectors, and in the public sector. Recently she has, as a member of the Worshipful Company of Management Consultants, provided consultancy (including pro-bono coaching and mentoring) for small and medium sized volunteer sector organisations in the UK. Cheryl has also decided to study for a further degree, and is currently doing a MSc specialising in Volunteer and Community Sector studies at Birkbeck College, University of London.
Some representative consultancy assignments include:
Organisational Culture Change: Worked closely with corporate functions and regional divisions for a global energy business undergoing major re-organisation and culture change. Worked with senior leadership to develop behavioural strategies for change, provided systems analysis, diagnosis, coaching and counselling for key individuals.
Building Partnerships. As part of the UN Millennium Goals Programme to reduce poverty, worked with a joint partnership project in Ethiopia on one of the Global Compact projects, bringing together multinational business, UNDP, Government of Ethiopia, local Ethiopian businesses, NGO’s, with an aim to beginning to build economic sustainability in developing countries.
Changing a Corporate Strategy. A global food products company had undergone a long period of acquisitions, and was faced with duplications in distribution systems, corporate functions, manufacturing operations, and the need to integrate different organisational cultures from the acquired businesses. The Chairman/CEO wanted to move towards a ‘one company’ focus, change the management style from paternalistic to team oriented, modernise the human resource policies and practices, and improve strategic planning and other key management processes. Worked with the Chairman and his team on a managed programme of change, including behavioural change to meet the goals he’d set for the organisation.
Coaching and Mentoring for Voluntary Sector. Coach and mentor Directors and Chief Executives of small and medium sized charities on issues such as improving relationships with the Board, strategy development and implementation, improving management team effectiveness.