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Please describe your role and a typical day at Fabric.

As Head of People & Culture, I focus on creating the people strategy that enables Fabric to grow and scale. My role spans organisational design, workforce planning, leadership partnering, governance, transformation, and employee experience. Working across multiple regions means every day brings a different challenge.

What initially attracted you to join Fabric?

I was attracted by the opportunity to build, influence, and create meaningful impact. Fabric was at an exciting stage of growth and transformation, giving me the opportunity to shape the people strategy, build scalable frameworks, and work alongside a leadership team that recognises the importance of people and culture.

How do you effectively manage and balance multiple clients or projects at once?

Having a strong, collaborative team is fundamental. Beyond that, effective prioritisation, clear communication, and adaptability are essential. In a consulting environment, priorities can shift quickly, so understanding business impact and maintaining strong partnerships helps us focus on the right outcomes.

What inspired you to pursue a career in this field?

My psychology degree initially led me towards People & Culture, but it was the intersection of people and business that really inspired me. I became fascinated by how leadership, culture, and organisational design can influence both business performance and employee experience.

What is one aspect of your role that is commonly misunderstood?

People & Culture is often seen as being focused mainly on policies, recruitment, or employee relations. In reality, it is a strategic function that influences culture, leadership, organisational design, risk, workforce planning, and business growth.

Is there a recent initiative you particularly enjoyed working on, and why?

I’ve particularly enjoyed working on our global workforce initiatives, including reviewing employment frameworks and creating more consistent people practices across different regions. It’s rewarding to develop solutions that support both the business and our employees.

What advice would you offer to someone who is new to consulting?

Be curious, ask questions, and focus on building relationships. Technical skills are important, but your ability to communicate, adapt, and collaborate will often determine your success.

What leadership lesson has been the hardest earned—and most rewarding?

Leadership isn’t about having all the answers. It’s about listening, making informed decisions, and creating an environment where people feel supported and empowered to succeed.

How do you see Fabric evolving in the near future?

I see Fabric continuing to strengthen its position as a trusted technology consultancy while expanding its global footprint and capabilities. What excites me most is the opportunity to scale without losing the collaborative, people-first culture that defines Fabric.

What is something people might be surprised to learn about you?

People might be surprised to learn that I actually recharge by being alone. There’s often a perception that people in HR are naturally bubbly and highly social, but I really value quiet time to reset, reflect, and recharge. Being a people person doesn’t necessarily mean being the most outgoing person in the room.

In one word, how would you describe your experience at Fabric, and what led you to choose that word?

Transformative.

Over the past seven months, I’ve had the opportunity to build new frameworks, contribute to meaningful change, and help shape the future of People & Culture at Fabric. It’s been a period of learning, challenge, and growth, and it’s particularly rewarding to see ideas move from conversations into real change.

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