Julie Smith

MANAGING DIRECTOR

Before founding Metamize, Julie had a twenty year career spanning a variety of strategic leadership and consultancy roles in Human Resources in a variety of companies and countries. Julie worked with PepsiCo in Russia and Central Asia, Barclays in Africa, and more recently with Tate & Lyle across Europe, the Middle East and Africa.

In addition, Julie has started her own small advertising company, increasing sales and business for small, local companies. She sold this business in 2011 to focus on consulting for a privately-owned company through a period of planned global expansion.

Julie has been advising and coaching throughout her career but decided to study Executive Coaching at the Henley Business School, to gain formal and professional accreditation. She passed with a Distinction grade.

Areas of Expertise

  • Executive coaching
  • Start-ups
  • Post-merger or acquisition integration
  • Management and leadership
  • Change
  • Employee engagement
  • HR strategy
  • Project design and management

Education & Accreditations

  • MBA, Durham Business School
  • BA Combined Honours (German, Russian & Business Studies), Swansea University
  • Professional Certificate in Executive Coaching (with Distinction), Henley Business School
  • MBTI Step I Accredited User

Client Successes

Julie has extensive experience of leading and delivering change across functions and countries, as well as executive coaching. Julie helps her clients achieve excellent results whilst maintaining employee engagement by digging deep early in the process to clarify the real desired outcomes. This often results in clients achieving more than they had aimed for as they gain clarity of what actually can be achieved.

Highlights of Julie’s work in consultancy and coaching

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Julie joined the project team to lead the HR stream of a start-up in Tanzania. In the absence of a project manager, whose start had been delayed, Julie brought the team together to start their own workstream planning, understand the impact of timing and importance of working with all the other workstreams, and to agree a deadline for delivery. As a result, two branches of the bank, rather than one, were opened in Dar es Salaam within nine months.

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Julie restructured the HR team within the EMEA region to ensure all countries and sites had support. She centralised the administrative functions of HR with a new Shared Service centre team, based in Poland. This enabled HR Managers to partner more effectively with their key stakeholders and focus on future strategic initiatives. Engagement and retention in the EMEA HR team improved considerably as this also created career development opportunities which had not existed before.

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The company was going through significant change with a shift from a local to global focus. There was no HR strategy to support the business plans, so Julie created a five-year plan, brought all HR Managers together and built an effective team, with shared goals, an understanding of the new HR strategy and focus on the key deliverables. Julie also identified a widespread employee engagement issue and introduced a revised intranet to improve communications across the business.

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