Sozen Leimon

Background

Sozen is one of the founders of Maxxim Consulting. She has significant experience working at board level and has been involved in a number of large and complex change programmes throughout Europe and North America across the financial services, industrial chemicals and defence sectors.

Previously Sozen was an Associate Partner at Accenture where she led change management organisation design and focused on change strategy particularly within the financial services sector. She also played a leading part in developing Accenture’s offerings on workforce improvement and culture change with a particular focus on sales teams. She has developed leadership, performance management and mentoring programmes as well as competency frameworks for large and complex organisations.

Sozen also has developed remuneration strategies and led outsourcing programmes involving TUPE and employee consultations.

• VT Group – Corporate Headquarters review to define the role and purpose of the centre and the structure to deliver 20% overhead savings.
• Threadneedle Asset Management – responsible for all the HR transition of the outsourcing to a service provider of the retail and investment operations functions, including due diligence, employee communications and TUPE. Led the programme to review the retained organisation support functions.
• Meggitt (Aerospace Aeronautics and Defence Systems) – led on design of the move to a more strategically managed group of businesses by creating the new operating model, organisation design and culture change framework and reviewing the role of the board to support the new structure.
• BP Exploratio - Planning the HR aspects of a large outsourcing deal between BP Exploration (UK) and Andersen Consulting (now Accenture) including the development of materials on the new terms and conditions of employment and implementing an employee communications programme.
• Kings College London – redefined governance, roles and processes to improve connectivity between the corporate centre and medical schools focussing on the role of central HR and the HR business partners.
• Smiths Group - working closely with the executive team to review the role and purpose of the corporate team with a particular focus on the IT function, resulting in the reduction of the team from 120 to less than 50 employees.