
I help founders, MDs and HR leaders make pay decisions they can explain, defend and afford, without hiring a permanent Director of Reward.
I started my career in reward on the client side, working directly with businesses that needed hands-on help. I loved it right away - genuine love-at-first-sight stuff - so I set myself a goal: become as useful as possible, and see how reward actually works from the inside.
I spent the next decade in-house, working my way from analyst to Director at UK and global employers across five industries - pharma, banking, FMCG, professional services and hospitality. Most recently, I led the development of a Reward, People Operations and People Information function at Marston's, one of the UK's leading pub operators.
Resolve Reward is me doing what I enjoy most, where I add the most value: working directly with leaders and businesses that need specific reward help. Clear scope, agreed outputs and complete focus - that's what you get when we work together.
Deutsche Bank. Reward, benefits and people operations inside a multinational. Useful mainly for seeing how a big process actually runs.
I like to weigh up my options before I spend money, and I don't believe in perfect solutions - only ones that fit what the business needs at the time. Here are yours, and what each one does well.
| What you need | Do it yourself | Hire permanently | Big consultancy | Resolve Reward |
|---|---|---|---|---|
| Speed to get moving | Today. The complimentary tools on this site get you started, and a free call is a click away for a sense check, including some weekend slots. | Months. Sign-off, recruiting, onboarding and getting up to speed. | Weeks of scoping before the work starts. | Days. |
| Who touches the work | You. A lot of this is doable with a clear method and someone to ask when you get stuck. | Depends on budget. One Reward Manager covers a lot. A team - analyst, manager, head of reward - covers far more, at a very different cost. | The assigned team, with strong tools, high-quality data and standardised processes. Senior consultants bring wide industry perspective. | Me, on the whole job. The senior person is the one doing the work - from spreadsheet lines to SLT workshops. |
| Cost | Nothing upfront. If there's a bill, it comes later: a pay rise you can't unwind, or a leaver you didn't see coming. Both can be spotted in advance. | Around £95k a year fully loaded for a solo Reward Manager outside London and the South East. More for a team. | The highest-cost option. Premium work, priced that way. | Agreed upfront in a written proposal. No surprise billing. |
| Right for | When nothing is on fire. You have time, flexibility and people who can take it on. | When you're growing permanent headcount and need reward capacity in the team every day. | A multi-year, enterprise-wide transformation. | A specific problem, solved with a targeted project and set up so your team runs it as business as usual. Flexible support when you need it, including through peak periods. |
| What you're left with | Whatever you produce and write down. Documented processes, up-to-date project plans and FAQs pay off here. | A permanent colleague who's there every day, and someone to manage. Sometimes a team. | The project documents and tools, and an account manager for the next piece of work. | Working models, interactive tools and board papers your team can use and explain to others.Plus lifetime access to the client portal and its member benefits, whether you're a current or past client. |
Most businesses need a mix. Some things can be left alone, some need fixing now, and some are worth planning for later in the year. If you'd like to know which is which for you, book a free call and we'll work it out together.
Salary figure: a market based, fully loaded cost (salary, employer NIC and pension) for a Reward Manager outside London and the South East.
550 job titles, 1,200 people, 16 countries, mapped into 357 unique roles and graded into one framework - scoped and delivered solo, up to country MDs and the executive team. The whole toolkit: job levels, job families and pay ranges.
Took the business from no reliable performance ratings to managers who understood the new process and produced usable data. That data let me model the company's first pay review matrix. After executive approval, the review was delivered successfully and within budget, and it was the first year pay rises differed by performance.
Three HR systems integrated in-house through custom-built data pipelines, using R, Python and custom APIs. The company's IT consultancy had quoted £500,000 for the job. When they reached the HR department, they found little left to do.
Took flexible benefits from an idea to launch, then grew the menu to 18 options covering health, wealth and lifestyle. Employees got competitive pricing and could choose on joining, then monthly and annually. Benefits went from a background activity to a differentiator in the employee value proposition.
Designed and developed recognition platforms, global and UK-only, including a first-of-its-kind platform for a retail business's partner estate. In each case the business gained better control of incentive spend and a better return on it.
16 bonus schemes, typically more than one per country, consolidated into one global scheme - keeping local relevance and meeting each country's legislation. The new scheme aligned to the company's commercial objectives and paid out only when the business delivered its results.
Automated reporting and a company-wide Power BI and R analytics suite built on people data, saving the team a combined 15 working days. The business's first department to reach its data capability goal, six months ahead of schedule.
Done before, ready to do again. Want examples closer to your situation, and how I handled them? Book a free call and I'll walk you through the ones that fit.
Book a free call →“The impact of financial incentives on intrinsic motivation in the workplace”
FIG. 1 Same incentive, different responses. It depends on the person, the task and the situation.
A free 20-minute call for you to name your problems. Bring your actual numbers, your spreadsheet, or your looming pay review. You'll get practical advice on the spot, and you leave with my proposed direction - tailored to you, whether you take it on yourself or would rather get it sorted.