Nick Kelly

Former soldier, schoolteacher and retailer, Nick began his consultancy career with Price Waterhouse. He worked with over 20 blue chip clients on assignments ranging from the restructuring of Slovenia’s PTT to the reorganisation of the Museum of London, Eastern Electricity Board and Lloyds Bank. Other clients included Rover, Land Rover, Nationwide Anglia, Schlumberger, British Airports Authority and the government of Malaysia.

He managed a team of consultants working from London to Moscow and in SE Asia. He was responsible for winning assignments, managing complex client relationships, assignment profitability, and recruiting and training new consultants.

Leaving Price Waterhouse, he joined Towry Law as its first HR and IT Director just prior to flotation on the London Stock Exchange before being headhunted to JP Morgan. There, his consultancy skills were put to use as Vice President responsible for the HR aspects of two major divestitures in Europe that resulted in a headcount reduction of 650 people across 6 EU countries.

He went on to become a director in the corporate banking division of Union Bank of Switzerland, before joining the investment banking arm of Barclays as its Global Head of HR. He supervised the people aspects of this business's transition to Barclays Capital and the sale of its equities and corporate finance divisions to Credit Suisse First Boston. He worked, as a client, with consultants from Andersen Consulting and Bain & Co on the restructuring of the investment banking business: reducing headcount in some divisions by 66% and costs by 41%. He was headhunted to join the board of Sedgwick Ltd, the world’s third largest insurance broking firm, and managed the restructuring that followed its acquisition by Marsh.

Prior to working with PPI, Nick has managed HR teams for five companies across 27 countries through one public listing, three business divestitures, two acquisitions and one merger. He brings real experience of corporate change to his consultancy work. He now works on numerous projects and runs a range of senior management workshops and executive developments as part of his consultancy work. He regularly helps specialist internal support functions redefine their roles and service offering to enhance their performance and business value