Board Advisor



Big Business Experience



Small Business Experience

Seaforth Land



Barry is an award-winning Global HR Executive, boasting 30 years of experience, guiding organisations through the changing world of work.

With notable roles at BT, Barclays, and the UBS, in recent years Barry has been focused on supporting SMEs in fractional HR services, from those scaling to hyper-growth, to challenger brands operating in a new talent market.

A fervent Technology advocate, he also advises HR Tech start-ups and has been acknowledged by peers as an industry influencer. Barry speaks at conferences globally, writes for industry publications, and conducts digital learning for HR professionals.


  • BA(Hons) : First Class
  • CIPD-qualified
  • Project Management Diploma

Key Areas of Expertise

  • Setting strategy & turning that into action.
  • Talent Acquisition and Management.
  • Organizational Development.
  • Change Management.
  • Compensation and Benefits.
  • Employee Relations.
  • HR Technology and Analytics.
  • Diversity, Equity, and Inclusion (DEI).
  • Performance Management.
  • Legal and Regulatory Compliance.
  • Learning and Development.
  • Internal Communication.
  • Global HR Knowledge.
  • Business Acumen.
  • Stakeholder Management.


As a Fractional HR professional, here are a cross section of deliverables Barry has achieved across a range SMEs, as follows:

An audit process for a small and growing Tech company that was entering a phase of hypergrowth. Delivered on a new streamlined process, coupled with technology to deliver greater efficiencies and to hire at scale.

In support of a performance culture strategy, Barry delivered on the strategy, the implementation plan, and the rollout (inclusive of a new technology enabler) to an SME in the UK market.

The establishment of the employing entity, development of the employee value proposition, building out of an investment team and Ops system and an impact in the overcrowded PE market. From 1-75 people in 3 and a half years.

Working on leadership, culture, performance, and other growth-related problems for a small, property development business in Central London with high ambition.

A successful services business, that had gone through the Dunbar number of 150 people and growing and concerned with impact of growth on its core values. Created a change programme, company manifesto and supporting changes in the management system to help, including the end of annual appraisals to continuous coaching discussions.