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Expert, BSc (Hons) Psych, Dip PM, Chartered FCIPD has worked in Personnel, Training, and Safety, for over 20 years. He holds a Statement of Competence in Occupational Testing at Level A from the British Psychological Society and is certified at Level B (Intermediate). He is a qualified Internal Assessor / Auditor for Investors in People; has attended the NHS Conflict Resolution Syllabus Familiarisation Workshop; and is qualified to deliver the AQR Mental Toughness Development Programme and apply the Integrated Leadership Profile.

Expert specialises in diversity, team working, trainer training, conflict resolution, management and interpersonal skills development. He also conducts HR consultancy, skills audits, Mental Toughness assessments and development programmes, and offers individual coaching and support. He has worked across the public, private, and voluntary sectors since 1985 throughout the UK.


His career has so far covered a multi-national private sector organisation, as well as County, District, and Unitary local authorities. He has supported managers and individuals at all levels in organisations ranging in size from 2 to 25,000 employees.

Expert has led regional networks and strategic partnerships, working with TUC, TEC and LSC, and has published materials on diversity and management. He is an active member of the Chartered Institute of Personnel and Development and has led both his local branch and the regional liaison group. He lectures part-time at Teesside University Business School, where he is an Associate of the Centre for Leadership and Organisational Change and the Centre for Public Services Management. He is an external examiner (HRM) for the University of Wales (Newport), sits as a non-executive member of the Area Selection Panel for the North East Prison Service and in 2006 and 2007 was a judge for the North East Equality Awards.

Expert has spoken at conferences at regional and national level on a range of subjects including quality in service provision, violence management, dignity at work, and influencing skills. He has provided external scrutiny to a local authority racial harassment investigation, advised the private sector on the development of sales strategy in the light of DDA, and spoke to an invited audience at the Independent Living Exhibition at Wembley on the impact of disability legislation.

At Hartlepool Borough Council, he had responsibility for Training and Equality for over 4500 employees, senior management and Councillors. Expert established the function from scratch and led the council’s Investors in People programme. He set up nationally recognised management qualifications at Foundation Degree, Certificate, Diploma, and Masters level, developed and delivered an internal management skills programme.

Expert developed and updated corporate policies, (e.g. violence, employee support, and performance appraisal), and worked with senior teams on management development programmes and team building activities, as well as helping departments to develop and launch major change programmes. Corporately, he was involved in performance management, quality assurance, and evaluation activities including best value, comprehensive performance assessment, and the Racial Equality Scheme.

Expert now has his own business, working as a personnel and training consultant nationally in the public, private, and voluntary sectors; specialising in diversity, team working, train the trainer, conflict resolution, management, and interpersonal skills development. He also works as an associate for local and national training organisations (including CIPD – In-Company Solutions), conducts assessment centres, skills audits, social research, and offers coaching, advice and guidance.



Construction Services Company – Influencing Skills Training

Problem:
Technical and professional staff talked to clients at project meetings about technical matters, presenting the service as a commodity instead of adding value and influencing the client to see the company as a business partner.

Approach:
Participative workshops targeted at employees on influencing skills at a variety of sites nationally

Strategy:
A programme of participative workshops was developed and delivered using their real world problems and developed with group direction.

Success:
The workshops were well received by all participants. A better understanding of client’s perspective, concerns and mental process was achieved. Confidence at strengthening the relationship was increased.
Fine Chemical Company – Change Leadership Training

Problem:
Following redundancies, managers were faced with the challenge of fewer people needing to do more and different activities in a high risk environment.

Approach:
A two part facilitated process of workshops

Strategy:
A position audit was carried out to help inform an action plan and to provide managers with a clear understanding and plan for managing into the future

Success:
The events cemented the team ethos and the action plans were developed and agreed on completion of the position audit.
Local PCT – GP Tender Evaluation

Problem:
There were a large number of tenders to evaluate for the provision of GP surgeries across 4 PCT areas and limited expertise in-house so further expertise requested from Pet&r

Approach:
Necessity to undertake role of tender evaluation panel member in respect of PQQ vetting and tender evaluation.

Strategy:
Evaluated PQQ’s and tender documents to PCT pre-defined procedure and scoring system.

Success:
30 submissions reviewed and feedback given to PCT co-ordinator.
Local Authority – Equality and Diversity Training

Problem:
The authority needed to ensure all staff knew their rights and responsibilities, what the council was doing and what they could contribute in equality and diversity.

Approach:
Mixed workshops targeted at employees and managers separately were deemed most appropriate.

Strategy:
A programme combining questionnaires, case studies, scenarios, presentations and group discussions was developed.

Success:
Successful inspection by external auditors, reported changes in culture and behaviour.
Lots of people said it was of value at the time with very positive feedback sheets.
Independent NVQ Training Provider – Director Development

Problem:
The managing director knew they needed to change to cope with forthcoming issues for the organisation but did not know where or how.

Approach:
One to one coaching was deemed the most appropriate method of achieving positive outcomes.

Strategy:
There was a broad plan of what to cover which was flexible to follow the clients thought processes. A review process was built in.

Success:
The client identified where he wanted to and needed to go in the future and had a much clearer picture of the present and future situation. He was also able to express himself more clearly about it.