Director-level pay advisory for UK businesses
Vitek SobrMost recently Director of Reward at Marston's. Pay, grading and benefits for a multi-site UK workforce, run at board level.
Pay reviews that run to plan. Grading everyone understands and you can defend. Salaries checked against the market. Director-level answers without a director-level hire.
20 minutes, free. You leave with a proposed direction either way.
She's threatening to leave over pay
Counter-offer needed by Friday
The board wants a bonus scheme by Q3
Why does Tom earn more than me?
Two people, same job, £14k apart
Is £52k fair for this role?
Do we need salary bands?
Payroll is up 9% and I can't explain why
Are we underpaying our engineers?
What do we say in the pay review this year?
New hire offer is above the whole team
Can we afford 5% across the board?
Questions I get askedSee the answers →
Bring me into the team when priorities are moving, or buy a defined project when the outcome is clear. Scope and terms agreed before any work starts.
Director-level reward capacity without a permanent hire - interim cover, recurring fractional leadership or extra project hands, usually 1–3 days a week. I plug in, hit the ground running, and leave you with working tools.
Priced by the day · scope agreed upfront
FOR WORK THAT NEEDS A PERSON IN THE ROOM
A defined set of problems, taken through to a usable result - as agreed in the scope. Deliverables, timing and price in writing before work starts - no meter running.
Fixed fee · agreed before work starts
FOR THE PROBLEM YOU CAN ALREADY NAME
Pick the problem that bites hardest.
A costed, fair, defensible cycle - modelled and ready to land. Or take the pack and start tonight.
Reward problems do not announce themselves. They show up as a resignation, a grievance, or a pay range you cannot defend.
A regretted leaver costs you their salary again to replace. Nobody wrote ‘pay’ on the exit form. It was pay.
From June 2026, EU Pay Transparency rules reach in-scope UK-linked employers. Eligible employees can ask for the pay range and the average. A shrug is not an answer.
The spreadsheet works right up until someone asks why Sarah is a Grade 4 and Tom isn't. That day is already in your diary, you just haven't seen it.
Mercer and WTW will sell you a 200-page survey for five figures. I tell you what to do with it, by Thursday.
Everything arrives ready to hand on: the board paper goes to the board, the manager pack goes to managers. If it needs translating first, it isn't finished.
Days, not quarters. Built with AI where it's faster, checked by a Director where it matters.
Working tools you can run on your own numbers before a penny moves.
Pick the line that sounds like you.
Someone quotes a salary in a meeting and nobody can say if it's right. I make pay a solved problem, so you can run the business.
You were handed a reward problem without a reward team. Walk into the next exec meeting with the numbers, the structure and the rationale done, in your name, ready to present.
Take the tool, use it, come back when you want the tailored version.
Also in the kit: the Pay transparency readiness quiz →

Most recently Director of Reward at Marston's - pay, grading and benefits for a multi-site UK workforce, run at board level. The kind of reward function most businesses never get to have in-house.
Resolve Reward makes it available anyway: by the day, for the project, or as a packaged fix. Every layer done at director level - the analysis, the modelling, the board paper - and yours to keep.
Read the longer story →A free call for you to name your problems. You leave with my proposed direction - tailored to you.