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How I got here: Vicky Gallagher Brown, Deloitte

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Vicky Gallagher Brown, HR partner at consulting giant Deloitte, shares her career journey and top leadership tips.

Partner for HR, Deloitte

November 2018 – Present

I have learnt so much here about the importance of setting a culture that allows people to be themselves and to do extraordinary things for our clients. The culture at Deloitte is different from the other organisations I have worked for – it’s hugely collaborative and the partnership model is at the centre of that.

 

Global HR director, Inmarsat   

September 2017 – November 2018

I wanted to try some different organisations before taking on a longer-term role. Inmarsat was at an inflection point culturally and structurally. I delivered a large-scale change programme, learning about the type of HR function I wanted to lead.


Read more: Why HR must learn to be sure-footed on the change curve


 

HR director, BAE Systems Applied Intelligence   

July 2012 – September 2017

I worked for the cyber defence business, a young and highly technical workforce focused on solving crime, defending firms and saving lives. I learnt how to do difficult things well, how to partner with unions and the importance of ethical practices.

 

Director of global talent management, SHL Group   

July 2008 – July 2012

I worked across geographies learning about different cultures and employment law. This was a rollercoaster role: high growth coupled with an overnight drop in revenue of 25% when the financial crisis hit. I learned about leading a business in a downturn.

 

HR management consultant and nonexecutive director, AJ Walter Aviation 

January 2003 – July 2008

I set up my own HR consultancy when my children were babies, as I wanted a job with flexible hours. This was a steep learning curve working out how to sell my skills to clients, deliver impact and package up work and charge at a competitive rate.

 

Global head of HR, MUI Corus and Regal Hotel Group   

July 2000 – January 2003

I learnt a lot about being a leader, making some mistakes, working out how to lead with integrity, creating clear expectations and getting a strong team around me. It was also a time when I had my first baby, figuring out how to create balance, still performing well at my job and making time with my family.

 

Employee relations and change manager, Whitbread and then acquired by Nomura   

July 1996 – July 2000

I worked in multiple roles in Whitbread across its portfolio of brands, starting out opening new concept restaurants across the UK, understanding the levers around making profit, margins and the importance of having great teams.

This article was first published in the November/December 2023 print issue. Subscribe today to have all our latest articles delivered right to your desk. 

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