Jo is a strategic and results-driven Talent Acquisition Leader with international experience across EMEA, the U.S., and APAC. With a proven record of driving organisational growth and transformation, she specialises in shaping global talent strategies, embedding succession planning, and building diverse, future-ready teams.
Her experience spans scaling Talent Acquisition functions and aligning people strategy with business goals, Jo combines strategic vision with operational excellence to deliver measurable impact. Key achievements include leading large-scale hiring transformations, implementing global ATS platforms, launching early careers and return-to-work programmes, and driving award-winning diversity initiatives.
With a background across Professional and IT services, Jo maintains strong industry networks and a forward-thinking approach, that help people and organisations thrive together.
What’s a recent professional achievement of yours that you are proud of?
Over the past year, I’ve focused on extending my experience into broader talent area and ensuring our people strategies reflect evolving business needs. By creating and embedding competency-based frameworks, I’ve been able to give teams clearer development pathways, enhance engagement, and drive a stronger culture of continuous growth. These frameworks have also supported leaders in having more impactful development conversations and aligning talent initiatives to business priorities.
What is your prediction for the future of the TA industry?
In professional and IT services, we’re seeing a clear shift toward more flexible, project-based recruitment models. With ongoing market uncertainty, organisations are increasingly adopting a blended talent approach, combining permanent employees with contingent and contract specialists to meet evolving client and delivery demands.
Talent Acquisition teams will need to become more commercially minded and agile, adapting quickly to changing business priorities.
AI will, of course, continue to play an expanding role, particularly in the automation of screening, scheduling, and early-stage assessments and beyond. However, sustained investment in these technologies may prove challenging for smaller organisations still under pressure to do more with less, making it difficult to stay ahead of larger competitors.
What projects are you planning on working on in 2026?
A focus on optimizing existing operations, and implementing re-shoring functions to lower-cost locations
Continuing to build out career frameworks a support engagement and growth – also through evolving recruitment market and EVP