The ThreadCOMMUNICATIONS

I supported leaders to embed new company values and behaviours through customer stories, examples of employees bringing them to life, and by consistently connecting the what with the how in all comms.

When people asked for better career development in an all-employee survey, I collaborated with HR to build a questionnaire guiding managers through a meaningful 121 with each employee, gathering data to inform decisions about what to introduce and what needed better promotion. I closed the loop by sharing that over 60% of the 1,000-strong function had the conversation with their manager, and what the data had told us.

I collaborated with comms peers across 15 markets to launch the 'Sunny Heart' re-brand at Thomas Cook, and ensure a consistent narrative for 23,000 global employees.

I designed and delivered a weekly digital briefing tool for line managers of 850+ field-based people, that achieved open rates of 80-85% and drove operational change — from reducing parking fines to embedding Health & Safety processes.

To bring the field teams even closer to the organisation, I designed and delivered the agenda and multi-channel content for an in-person three-day UK-wide Roadshow. The CEO and MD took performance updates out annually to where their people were, using interviews, open discussion and engagement activities rather than simply presenting slides. These events had an average participant score of 4.6/5.

During consultations and a TUPE transfer, I brought clarity and empathy to the process. I translated HR documents and leadership scripts into simple, warm language, which the legal team was happy to sign off. There were no grievances or tribunals, and our brand reputation was protected.

When part of a household name business was sold to another well-known brand, I designed and delivered a comms strategy to help 1,000 front-line and office-based employees feel positive about what was changing and reassured about what was staying the same. I built a framework of leadership updates, on-site graphics and live events, embedding the new brand, keeping engagement high and minimising churn.

I overhauled our virtual All Hands Calls for 1,100 people, looking at performance, change and even recognition in terms of the end-to-end process, lining it all up to point clearly to the end customer. Attendance rose by 75%.

To bring the field teams even closer to the organisation, I designed and delivered the agenda and multi-channel content for an in-person three-day UK-wide Roadshow. The CEO and MD took performance updates out annually to where their people were, using interviews, open discussion and engagement activities rather than simply presenting slides. These events had an average participant score of 4.6/5.

I was responsible for all logistics of in-person/hybrid quarterly analyst and investor results events at a FTSE 100 travel business, including live webcasts. These enabled us to meet our listed company regulatory obligations.