Strategic Resource Allocation

A few years ago, a recruiter went viral for noting that she'd extended an offer for exactly what a candidate asked for, even though it was well below the budget for the role, critiquing the candidate for not understanding the market and "knowing their worth" because recruiters can't be responsible for teaching people how to negotiate. And countless recruiters made their own posts patting themselves on the back sharing stories about how they told candidates to ask for more. Of course the issue is that those recruiters were still perpetuating inequitable hiring processes. Here's the truth: any time a candidate is able to negotiate to receive a better offer, there is inequity in the system. - What about the candidates who don't have as much insight into compensation for the role? - What about the candidates who don't get insight from the recruiter around the need to negotiate? - What about the candidates who are too desperate to risk losing an offer by asking for more? The most equitable way for employers to approach compensation is to: 1. Have a clear process for setting compensation based on objective criteria that can be implemented fairly and consistently. 2. Avoid negotiation other than in rare cases where there is new information that aligns with said criteria. 3. Be transparent about those practices so candidates understand how the company arrived at the number and why it's not negotiable. And none of that should be contingent upon a candidate asking for the right number. It's not a candidate's job to be an expert on compensation. Any time you find yourself saying things like "let's offer 100k, and then we can negotiate up to $110k if they push", you should really be leading with that $110k offer. And candidates, you should know that if if a company communicates their compensation and compensation philosophy with you up front, lets you know they won't negotiate since they are focused on equitable compensation and are leading with their best and final offer, that's a really good signal that they care about doing right by their employees from a compensation perspective.

As a first time Head of People I wasted sooooo much time and energy in creating an extensive and over engineered strategy for the year… What happened Every. Single. Time? After proudly circulating it with the SLT and patting myself on the back for a job well done... I got punched in the face by the reality of real time business needs and a complete lack of time and resource to execute even half of what I had planned… What is it Mike Tyson said? “Everyone has a plan until they get punched in the face” 😆 I hear ya, Mike! If you are setting your strategy for the year, don’t make my mistake! (and certainly don’t get punched in the face by Mike Tyson 😱) Here’s what I wish I had done instead: Firstly, scale back your expectations and set the correct expectations for those around you There is no point presenting a strategy for the year which sound incredible, but realistically you have no chance of delivering Do you know what a CEO really likes? The execution of an agile, realistic and impactful plan Do you know what a CEO doesn’t like? The under delivery of a flawed and rigid strategy So, if you are creating your People Strategy for the year Particularly if you are a first time and / or stand alone People Lead in start-up I recommend following these 8 steps 👇 1️⃣ Have a direct conversation with your CEO to align on expectations of what you believe you are in role to deliver, and what your CEO (Line Manager) expects you to deliver 2️⃣ Make sure you understand the top strategic priorities of the Business - the majority of your work should be aligned to these 3️⃣ Identify the biggest roadblocks (pain points / things preventing progress or causing friction) in each business area which the People function can solve 4️⃣ Ruthlessly review and cut any “carry over” and backlog projects which don’t impact top org priorities and roadblocks 5️⃣ Prioritise projects by “Impact ROI” - Projects with highest impact / lowest time/cost/resource should be your default top priorities 6️⃣ Hold a calibration session with the SLT to talk through your grid and the items you believe to be top priority (adjust as need) - Be explicit about what you are NOT going to do and why 7️⃣ Set up a People Ops Roadmap - Plot your projects based on resource availability across the year / quarter (remember to consider BAU resource utilisation alongside project resource requirements) 8️⃣ Get to work 💪 - I would recommend utilising SRUMBAN to visualise your workflow and execute in sprints - this will also keep you agile and able to reprioritise and reallocate resources based on changing business needs I am going to go into detail on each of these points in tomorrows newsletter (sign-up link in the comments 👇) If you are setting your People Strategy for the year and are already feeling overwhelmed, this one is for you! I am also announcing the first Sponsor for the Newsletter and Podcast tomorrow, which is super exciting! #peopleops #humanresouces #strategy

Revolutionizing Data Integration: ETL, ELT, and Reverse ETL in the AI Era In today's data-driven world, efficient data integration is crucial for businesses to gain insights and make informed decisions. Let's dive into the evolution of data integration techniques and how AI is reshaping the landscape. ETL: The Traditional Powerhouse Extract, Transform, Load (ETL) has been the go-to process for decades. It involves: 1. Extracting data from various sources 2. Transforming it to fit operational needs 3. Loading it into the target system (usually a data warehouse) Enter ELT: Flipping the Script Extract, Load, Transform (ELT) emerged with the rise of cloud computing and big data. The key difference: - Data is loaded into the target system before transformation - Leverages the power of modern data warehouses for transformation - Offers more flexibility and scalability Reverse ETL: Closing the Loop A newer player in the field, Reverse ETL: - Moves processed data from warehouses back into operational systems - Enables data activation, turning insights into action - Bridges the gap between analytics and operations AI: The Game Changer Artificial Intelligence is revolutionizing data integration: - Automating data mapping and transformation rules - Identifying data quality issues and anomalies - Optimizing data pipelines for performance - Providing predictive maintenance for data workflows Tools of the Trade Open Source: - Apache NiFi - Talend Open Studio - Airbyte Proprietary: - Informatica PowerCenter - IBM DataStage - Fivetran As data volumes grow and complexity increases, mastering these techniques and leveraging AI will be key to staying competitive. What's your take on the future of data integration?

One resignation. Total chaos? If all your IT knowledge lives in one brain, you’re running on borrowed time. Here’s how to fix it (↓) → Tribal knowledge is invisible When only a few people know how your systems work, you’re one resignation away from chaos. If that person leaves, gets sick, or is unreachable, your business can grind to a halt. No documentation means no backup plan. → It blocks growth New hires struggle to learn. Teams waste hours chasing answers. Projects stall because no one knows how things connect. You lose time, money, and trust. → It’s a security nightmare Unknown systems and hidden dependencies create blind spots. You can’t protect what you can’t see. One missed connection can open the door to cyber threats or compliance failures. → Application Discovery and Dependency Mapping tools are the fix 1. Scan your environment automatically ↳ These tools find every app, server, and connection—no guesswork. ↳ You get a real-time map of your IT landscape. 2. Document dependencies ↳ See how systems talk to each other. ↳ Spot single points of failure before they break. 3. Keep knowledge up to date ↳ As your tech changes, your map updates. ↳ No more outdated spreadsheets or tribal shortcuts. → How to avoid tribal knowledge in the future - Make documentation a habit, not a one-time project. - Use automated tools to keep records current. - Share access to your IT maps with your whole team. - Review and update your architecture regularly. Tribal knowledge is a silent risk. Application Discovery and Dependency Mapping tools turn hidden chaos into clear, shared knowledge. Don’t wait for a crisis. Map your IT. Share the knowledge. Sleep easy.

If I were starting a new PROJECT today and wanted to plan it with ZERO prior knowledge, I'd do this: Step 1: Define Your Objective • Clearly articulate what success looks like for the project. • Break down the high-level goal into smaller, manageable milestones. • Ensure the objective aligns with stakeholders' expectations to avoid misalignment later. Step 2: Build Your Plan Backwards and Leverage Historical Data Most people skip this step entirely. But this is a huge mistake—because you risk creating a plan that doesn’t align with deadlines, resources, or realistic expectations. Here’s how: • Start from the final deliverable and work backward to define the timeline. • Gather and review historical data or similar project examples to understand typical timelines and challenges. • Identify key dependencies and create a logical sequence for tasks. • Use project planning tools (like Gantt charts or Kanban boards) to visualize your plan. • Clearly define roles and responsibilities for each stage. Pro tip: Don’t forget to account for buffer time—projects rarely go 100% as planned. Step 3: Identify Risks and Create a Mitigation Plan This isn't easy. But if you can do this, you will get: • Clarity on potential roadblocks before they derail progress. • Stakeholder confidence in your ability to deliver. • A proactive, problem-solving mindset that boosts your credibility. Here's a quick way to do this: List out possible risks, evaluate their impact and likelihood, and create a plan to minimize or respond to them. Collaborate with your team to spot any blind spots. Don't skip this step. It took me months of trial and error (and some chaos) to crystallize these steps—hope this helps! 🚀

All planning is NOT the same. This infographic shows demand vs supply vs capacity planning: Main Objective ↳ Demand: forecast customer demand ↳ Supply: plan how to meet forecasted demand ↳ Capacity: ensure resources can meet the supply plan Type of Planning ↳ Demand: unconstrained ↳ Supply: constrained by materials, suppliers, production ↳ Capacity: constrained by labor, equipment, shifts, plant availability When in the S&OP Cycle ↳ Demand: demand review ↳ Supply: supply review ↳ Capacity: supply review Input ↳ Demand: sales data, market trends, promotions, historical demand ↳ Supply: demand forecast, inventory levels, supply constraints ↳ Capacity: supply plan, production rates, shift schedules, resource calendars Output ↳ Demand: forecasted demand  ↳ Supply: supply plan including procurement and production schedules ↳ Capacity: capacity plan (available vs. required capacity by period) Key Deliverable to S&OP ↳ Demand: aligned consensus forecast ↳ Supply: feasible supply plan ↳ Capacity: confirmation of capacity readiness or gaps Metrics ↳ Demand: forecast accuracy (MAPE, WMAPE), bias ↳ Supply: OTIF, inventory turns, service level ↳ Capacity: capacity utilization %, available hours, OEE Any others to add?

Circular Economy Essentials for Business 🌎 Circular economy principles are increasingly integrated into core business strategy, driven by the need for resource efficiency, regulatory alignment, and long-term value creation. This approach redefines how materials, products, and systems are designed, operated, and optimized across their lifecycle. A systems thinking perspective helps identify inefficiencies across value chains and repositions waste as a source of opportunity. This enables more effective resource management and supports innovation in operations and design. The 10R framework—Refuse, Rethink, Reduce, Reuse, Repair, Refurbish, Remanufacture, Repurpose, Recycle, and Recover—provides a structured foundation for decision-making. Each lever contributes to reducing material intensity and increasing product longevity. Regenerative approaches strengthen natural capital and support ecosystem restoration. These practices contribute to risk reduction and enhance long-term business continuity through improved resource availability. Circular product design emphasizes durability, modularity, and reparability. These attributes enable maintenance, reuse, and component recovery, improving lifecycle performance and facilitating secondary value streams. Technology supports the circular transition through greater traceability, automation, and predictive capabilities. It enables more efficient reverse logistics, material flow management, and product-service integration. Robust lifecycle analytics and transparent performance metrics inform strategic planning and stakeholder engagement. Combined with service-based business models and cross-sector collaboration, these elements position circularity as a lever for growth, resilience, and market differentiation. #sustainability #sustainable #climatechange #circularity #circulareconomy

Procurement prevent business disasters every year But leadership thinks it didn’t happen. Procurement teams love to say “we prevent risk.” But when the CFO asks “Show me the value” the room goes quiet. Here’s how to make risk mitigation measurable (and CFO-proof) 👇 1️⃣ Quantifiable Metrics (tangible value) Risk mitigation isn’t fluffy. It’s financial. ➟ Cost avoidance → “We avoided £2M downtime by spotting supplier risk early.” ➟ Risk exposure reduction → [Risk Score Drop] × [Potential £ impact]. ➟ Insurance premium cuts → Savings from better supplier risk posture. ➟ Avoided spot buys → £500K saved by dual sourcing instead of last-minute air freight. ➟ Mitigation ROI → (Value avoided − Cost of initiative) ÷ Cost. 2️⃣ Operational KPIs (leading indicators) Not £ in the bank, but resilience in action: ➟ % suppliers with risk scorecards ➟ % contracts with risk clauses ➟ Dual-sourcing coverage ➟ Supplier onboarding time with compliance checks 3️⃣ ESG & Regulatory It’s not optional anymore. Avoiding fines, sanctions and brand damage is measurable. Ex: “Avoided £1M penalty via forced labour checks.” 4️⃣ Scenario Modelling Run the “what ifs” with Finance: ➟ Supplier failure ➟ Material shortages ➟ Currency swings ➟ New regs Ex: Plan X cuts exposure from £3.2M → £200K in 12 months. 5️⃣ Executive Scorecards Wrap it all into a dashboard: ➟ Incidents prevented ➟ Cost/value impact ➟ Mitigation initiatives in play ➟ Residual risk exposure Procurement’s problem isn’t that risk mitigation lacks value. It’s that we don’t show it in numbers, stories, and dashboards leadership can’t ignore. 👉 So here’s my challenge to you: If your CEO asked tomorrow “what value did risk mitigation deliver this year?” could you answer with proof, or just with a story? Risk without numbers isn’t strategy. It’s hope. And hope isn’t a line item your CFO will sign off.

Managing 1 project is hard. Managing 5+ at the same time? That's a different job entirely. And yet, 70% of project managers are doing exactly that. Here's what nobody warns you about: When you run multiple projects without a system, You're not managing projects. You're reacting to whichever one is loudest that day. The budget slips quietly on Project B. While you're firefighting on Project A. And Project C? Nobody's checked it in 2 weeks. That's not a capacity problem. → It's a visibility problem. The managers who handle 5+ projects well aren't smarter. They track 6 things consistently across every project: • Schedule & Milestones • Budget & Costs • Scope & Deliverables • Resource Allocation • Risks & Issues • Overall Project Health Not in their heads. Not in 6 different spreadsheets. In one place. Updated. Visible. Because good tracking doesn't just save time. It saves 25% in cost overruns. It cuts wasted hours by 30–40%. And it reduces failure rates, which double when tracking breaks down. The tool isn't the answer. The discipline is. → Centralize the data. → Standardize the templates. → Monitor the KPIs. → Catch conflicts before they become crises. Most PMs build the system after something goes wrong. The best ones build it before anything does. P.S. How many projects are you managing right now, and can you see all of them in one place?

A fascinating trend is emerging from my recent conversations with candidates in the UAE. Companies are leading a quiet but powerful revolution in their compensation structures. Traditionally, benefits like school fee allowances have, by design, favoured employees with families. While crucial for those who need it, this has often left single employees or those without children feeling that a significant part of the compensation package passed them by. Now, forward-thinking organizations (some of our clients as well) are changing the game. They are introducing flexible allowances, where employees can choose how to allocate a portion of their benefits. This means an employee can opt for the school fee support, while another can direct that same allowance towards housing, wellness programs, professional development courses or even travel and lifestyle perks. This very topic was in the spotlight as well recently when our Managing Director, David Mackenzie, discussed in a radio interview how moving towards a flexible benefits system is key to boosting motivation and combating high retention rates. This shift is brilliant. It’s not about taking away essential support for families, but about extending equitable value to every employee. It creates a powerful sense of fairness and inclusion. I'm curious to hear from my network: What are your thoughts on this flexible approach? Do you see it as the future of equitable compensation?