Louise Tuck

I’m a Strategic HR & Talent Leader with 10+ years’ experience driving end-to-end people strategies and organisational transformation across complex environments. I offer expertise as a Senior HR Business Partner, combining core employee relations and compliance with specialist capabilities in executive coaching, learning and development (L&D), and diversity and inclusion (D&I). I’m a trusted adviser to executive teams, focused on steering large-scale change management, workforce planning, and culture initiatives that elevate organisational performance.

Most recently as Chief of Staff HR & Corporate Operations (09/2024-03/2026), I led strategic workforce planning and organisational change for seniors, aligning priorities to improve business-wide delivery. During a major company restructure, I designed and executed workforce structures, keeping 100% of projects on schedule, and delivered a planned 27% headcount reduction while maintaining delivery. I also ensured 100% adherence to corporate regulations through risk reporting, compliance matrices, and robust policy frameworks, and ran data-driven employee engagement and culture programs that improved staff retention and workplace morale.

As an HR Business Partner (04/2023-09/2024), I delivered end-to-end HR management across multiple Director General groups—directing recruitment, onboarding, workforce planning, and daily operations. I advised seniors on employee relations, performance management, and complex organisational change, resolving employee relations issues including conduct, grievances, and performance. I led large-scale recruitment campaigns, created tailored people initiatives that measurably improved employee engagement, inclusion, and culture, and built HR dashboards and workforce reporting to support data-led decisions. I pioneered a network including L&D curriculum to reverse mentor seniors on inclusion and diversity

Earlier, as Corporate Manager (FCDO) (07/2018-03/2023), I directed corporate and HR strategies through complex staff and structural changes during company mergers, including introducing targeted HR policies and workplace improvements that drove a sustained drop in bullying and harassment cases. I managed budget and corporate governance for an international department of 60 employees. Before that, I led programme delivery as Programme Manager (09/2015-06/2018) on £6bn+ international private sector development—covering finance, procurement, contracts, and risk governance.