"I worked with Paul for almost 2 years on a major transformation programme. For context, this was a contentious change, without universal senior leadership support into a fragile operational environment that was both heavily unionized and at times quite antagonistic towards the change. Paul led the change team, preparing the organization for the change, managing the cutover and deployment of the solution, and providing post go-live support to ensure the change embedded, across a community of over 7,200 people. Paul showed himself to be highly structured, planning the necessary interventions well, and smoothly implementing the change. His leadership of the change team was recognized as a core factor in the success of the programme.

Specific attributes I would draw attention to, include Paul’s ability to balance the contending pressures of maintaining operational performance, whilst driving delivery in line with programme timescales, and maintaining effective relationships with the staff community impacted. Paul was able to work across the organizational hierarchy, dealing with everyone from frontline staff through to senior executives, and with the latter group was not afraid to call out when their behaviour was not aligned with the goals of the change. Additionally, Paul always put the work we were doing into the strategic context of the organization, lifting above the details of the specific initiative at hand. This both reflects his tendency to start by developing a clear strategy and approach, and also his ability to reflect and align the work being done with the corporate strategy. Having seen Paul at work, I would not hesitate to recommend Paul for change leadership roles in complex programmes again."

Richard Newton

Former Senior Director: Major Programmes @ British Gas
Award Winning Author

"I had the pleasure of working with Paul during my time as People Transformation Director at Centrica/British Gas. The programme was a particularly challenging one delivering a new CRM system to thousands of field and office based colleagues across the UK. The underlying problems when Paul took charge were wide ranging - the system wasn’t ready to be deployed at scale, the end users didn’t want the existing system to be changed and also the field engineers had been dismissed and reengaged the previous year to change their T&Cs so were resentful and distrusting of the organisation and its change agenda.

On top of this the programme had over-run and incurred significant overspend. And implementing the system was business critical, underpinning the strategy of the wider organisation. Paul led the overall delivery of the programme into the business. This covered creating the strategy and plans, leading key stakeholder negotiations and conversations alongside having significant people leadership responsibilities within the programme team and a wider matrix org.  

Fundamentally Paul was responsible for key transformational activity around education and engagement, feedback from users to the systems Dev team for refinements, developed go/no-go criteria based around key operational metrics and led the agreements with the executive for the performance levels expected within the criteria before the programme was ready to scale. Paul has huge levels of credibility and a laser focus on delivering results. By the end of the programme, Paul had ensured oversight to deliver a fit for purpose system that achieved the relevant performance criteria to be scaled nationally. The end users  trusted the system, understood the why and bought into the future processes, adopting new ways of working and realising the benefits of the programme. Paul's leadership in an extremely complex programme and operational environment has de-risked the organisation and enabled the delivery of the organisations strategic objectives."

Dave Temperton

Former People/HR Transformation Director @ British Gas  
People Integration Director @ Rathbones Group PLC

"I have had the pleasure of knowing Paul since our school days, where we first discovered our shared ambition and drive. Early on, we collaborated in social activities such as playing in and managing a band, taking responsibility for organising practices and securing gigs, which provided a great foundation in leadership and project management.

While our paths have diverged somewhat - mine in starting a small business and Paul’s in attaining a senior corporate position - our shared commitment to progress and growth remains strong.

Our decision to co-found a property business together is a testament to the deep trust I have in him. Paul demonstrates a unique blend of commercial insight and practical skills, making him both a strategic thinker and a hands-on executor. His values align closely with my own, and I hold him in the highest regard, confident that he will bring meaningful value to any team or project he joins."

Matt Scott

Co-Founder @ Mitchell & Scott Properties
Managing Partner @ Advantage Paid Media

"Paul joined the board of UHI Moray during my second term as Chairman of the Board. He applied after an extensive advertising campaign for board members and was appointed after reference to the University Court. I very quickly recognised what an asset he was, being able to clearly articulate his views in our meetings and assimilate paperwork.

He was always prepared for meetings and very quickly we asked him to be chair of the Staff Governance Committee which he managed well, being respected by staff and executive alike.

He had a number of difficult issues to resolve which he did with sensitivity and fairness. Paul’s knowledge of Health and Safety at Work and HR was a major part of this. Personally I found him a real asset to the board and a good communicator with his peers and staff at the college."

Peter Graham

Former Board Chairman @ UHI Moray (University of Highlands & Islands)
Owner @ Peter Graham & Associates LLP

Paul was a non-executive member of the Moray College UHI Board of Management from October 2019 to October 2023 and in that time, he was the Convenor of the Board’s Staff Governance Committee, also sitting on the Remuneration and Nominations Committees, as well as the full Board itself.

As a member of the Board, he played a key and informed role in the Board’s constructive challenge of the senior executive team in terms of the strategic leadership of the college (its plans, objectives and ensuring alignment to its purpose and values) as well as the effective governance of major projects and initiatives (including Moray Growth Deal projects) and the operational delivery of KPIs.

As Convenor of the Staff Governance Committee, Paul had a key role in the oversight of HR and Organisational Development issues, including complex industrial relations, and played a particular, and effective, role in terms of the review and improvement of the college’s Health and Safety arrangements.

As well as these expected Board commitments Paul gave freely of his valuable personal time in engagement and recognition of staff, attending graduations and other ceremonies, and supporting social events such as the staff Christmas dinners.

Paul also took on the key role of Senior Independent Member and as such took a leading role in receiving, addressing and reporting on any issues concerning the operation of the Board, including some matters of extreme sensitivity.

He made a significant contribution to the college in his time here and would always be welcome back in a similar leadership role.

David Patterson

Principal and Chief Executive @ UHI Moray (University of Highlands & Islands)