Andy Pattinson

Assessed end-to-end recruitment and onboarding and built an HRIS/recruitment technology implementation strategy with executive stakeholders. Ran workshops, mapped current-state workflows, identified capability gaps, and delivered an executive roadmap for rollout sequencing, compliance requirements, and investment prioritisation.

Led a forensic discovery and recovery programme following systemic payroll and HRIS failures, operating hands-on across governance and delivery workstreams. Produced a detailed GAP analysis and recovery roadmap accepted at SteerCo level, forming the basis for vendor renegotiation.

Delivered end-to-end procurement governance for two enterprise platform acquisitions (Gloat AI and Avature), managing MSA negotiations, security documentation, and internal approvals. Built the project plan, chaired governance forums, and managed vendor relationships through pre-kick-off budget sign-offs.

Planned implementation of an enterprise learning and talent management platform for 15,000 staff and 40,000 students across a decentralised institution. Built the governance framework, risk register, and delivery roadmap using a PRINCE2/Agile hybrid and applied UCL Staff Academy training to sprint delivery cadence.

Advised the executive team on payroll system strategy and ran an end-to-end RFP, including vendor evaluation, scoring, and board recommendation. Designed a compliant operating model aligned to UK IR35 legislation for multi-job-family payroll complexity.

Introduced a Managed Service Programme and SAP Fieldglass VMS/ERP integration, managing the programme including incumbent provider exit and replacement standup. Built SLA frameworks and contract governance personally to leave the client with a robust operating model from day one without service disruption.

Designed and delivered a comprehensive IR35 compliance framework end-to-end with executive, legal, and operational stakeholders. Built determination workflows, appeals processes, and audit trail infrastructure with embedded controls to protect against HMRC enforcement action.

Managed a concurrent portfolio of HR technology and transformation engagements across multiple clients as delivery lead, adviser, and often sole PM. Maintained SOW compliance and on-time delivery while supporting initiatives including MS Dynamics re-engineering and critical path/documentation support for a Workday engagement.

Built an IR35 compliance programme from scratch, recruiting the team, standing up governance, and owning overall delivery accountability. Implemented IR35 Shield technology and reconfigured TalentLink (Cornerstone) as an SOW management utility, creating a single source of truth for contingent workforce data.

Provided strategic analysis of global talent acquisition market trends and produced a market intelligence report covering Australia, UK, US, and Europe. Partnered with the executive team to define APAC growth opportunities and challenge internal assumptions as a board-level sounding board.

Led global workforce strategy and designed and stood up a fully compliant global MSP solution across multiple international regions for Expo 2020. Managed worker welfare governance and multi-national workforce coordination across government, commercial, and operational workstreams.

Led HR re-engineering and RPO solution design for C-suite clients across APAC, managing both commercial relationships and delivery outcomes. Delivered through Drake’s Singapore and Hong Kong offices with executive-level accountability for engagement results.

Designed and rolled out a Queensland Health MSP/RPO portfolio, building the operating model and configuring Smart Rostering for workforce management. Re-engineered staff utilisation across hospital and community health settings to improve workforce efficiency and financial outcomes, managing vendor relationships throughout.

Operated as senior leadership on a multi-billion-dollar hospital commissioning programme, owning hands-on workforce mobilisation across new facilities. Built pipeline management, credentialing, visa processing, and onboarding infrastructure and mobilised 3,000+ health professionals to a fixed government deadline.

Provided hands-on PMO governance for the NBN project, including programme leadership and talent acquisition. Supported implementation activities including Cornerstone use as part of the programme delivery.

Led VMS due diligence, including Skillstream evaluation, and drove group-wide RPO rollout for industrial client delivery. Acted as delivery lead for Tier-1 industrial engagements with governance across the procurement and roll-out lifecycle.

Led managed service delivery for Barclays, Zurich Financial Services, and Alliance and Leicester, owning both full P&L and client accountability. Managed day-to-day MSP delivery performance against contractual expectations.

Co-founded and scaled a recruitment technology consultancy from the ground up, building delivery capability and client relationships. Successfully exited the business via sale to 1st Contact Group.

Launched one of the UK’s first RPO models and led early USA consulting work for Ford Motor Company MSP initiatives. Owned operational leadership across client delivery and service setup activities.

Completed the Executive Leadership Programme at IMD Business School (2005).

Completed in-house Agile / Lean Agile training via UCL’s Staff Academy and applied it as the underpinning delivery framework in hybrid PRINCE2/Agile environments.

Completed Precision Attachment in Maxillofacial Surgery at Panadent College.

Achieved 8 O Levels including Mathematics and Physics at Kings School, Tynemouth.

PRINCE2 qualification with extensive practical application across NHS, government, and enterprise environments over 20+ years.

Completed a Dental Technology Advanced Clinical Portfolio as a 4-year full-time university residency (1981–1986).