Lorna Carlin

WORK HISTORY

EDUCATION

SKILLS

ABOUT LORNA CARLIN

Values-driven and outcome-led leader with over 15 years of experience transforming HR operations within highly regulated and dynamic industry environments, shaping People functions that become trusted engines of growth, compliance and cultural strength. I create models that fuse operational discipline with commercial intent, translating governance and regulatory demands into structures that work for employees while reassuring boards, regulators and investors. I believe HR should be a proactive partner in steering corporate direction.I work with boards in a way that balances assurance with pragmatism, equipping them with clear evidence and options rather than theory. Working internationally has sharpened my ability to navigate different labour markets, align benefits to local expectations and ensure global policies respect national regulations.At Acacium Group, I was tasked by the CPO of a complex, multi-brand, multi-country environment with segmented systems and variable controls. I established a single framework for rewards and benefits, eliminating duplication, cutting costs and restoring confidence that national wage and pension rules were consistently met. I brought consistency to incentive schemes for employees, simplifying terms and design so Finance and Audit could rely on the numbers. I also ensured benefits aligned to recruitment goals in Ireland and Germany, supported sustainability objectives with greener commuting schemes and led on gender pay gap reporting that stood up to internal and external scrutiny. At Mattioli Woods, I took a listed company with legacy HR practices into a modern, Workday-driven environment. The platform went live in phases between 2018 and 2022 and transformed payroll, performance, recruitment and compensation into joined-up, auditable processes. I made sure succession, remuneration and fit-and-proper checks aligned with SMCR so board committees had evidence-based assurance rather than paper-based workarounds. Vendor negotiations removed recurring costs, compliance cycles became automated, and a redesigned performance framework achieved near-universal adoption. It was a shift in maturity that elevated HR from administration to strategic adviser.Earlier at BRUSH, I worked through unionised environments, redundancy programmes, leadership capability gaps and operational efficiency drives. I reduced apprentice absence through mentoring and engagement, introduced ILM-accredited leadership development and designed measures that delivered £70K savings and measurable productivity gains.