A: I came to Thorogood HR from a long career as an employment lawyer so my work for you is supported by a deep understanding of the relevant law - but without my former hourly rates. I had really enjoyed my work particularly in discrimination and training but over time, found myself wanting to work more proactively within organisations. However, the cost of me doing so at law firm rates was prohibitive for many of my clients.
That is what motivated me to undertake a MSc in Global HR Management. Between 2022 and 2024, I completed a part-time Masters at Kingston Business School whilst working full-time as a director of a law firm. The teaching was based upon leading academic research into organisational issues and best practice. The Masters provided me with a strong foundation and holistic understanding of strategic HR.
In my last role within a law firm, I was responsible for the firm’s compliance with SRA Codes of Conduct, as COLP and MLCO. I understand the regulatory issues, demands and requirements on firms – the need for policies, controls and procedures (PCPs), monitoring and self-reporting obligations. I am therefore well-placed to offer external and independent support for firms that need to investigate alleged regulatory breaches.
For many years, I was governor and then Chair of Governors of a large girls’ high school. Working with senior leaders in the education sector over the +10 year period has provided me with significant insight into the employee framework, issues and demands on leaders in that sphere.
As Thorogood HR, my motivation has been to find the best way to combine my experiences, knowledge and skills from a range of organisations in a way that can fully support organisations. As an employment lawyer with a Masters in HR Management, strong legal regulatory knowledge and extensive experience in the education sector, I look to offer support to organisations where my experience is best suited.
A: I understand the challenges of small and medium sized businesses which employ most people in the UK. My experience is of founders and managers who are working incredibly hard to keep people employed under what have been incredibly tough economic circumstances for the past decade plus. The feeling from them has been that people issues, and consequent legal risks and costs have just grown out of all proportion and too often take them away from their critical core business needs.
Acting as Thorogood HR, I can ease that burden. People issues – especially in smaller organisations - can be draining and demoralising for all concerned. I understand the legal requirements and processes that can be implemented to address issues in the workplace and whether it is through an independent investigation or leading a disciplinary or appeal meeting, I can offer cost-effective help.
A: In my last legal role, I was responsible for overseeing the firm’s compliance with SRA and wider AML obligations as COLP and MLCO. I understand just how the regulatory environment for law firms has changed and the increasingly punitive approach to lawyer and firm activity from the SRA. I understand the Codes of Conduct requirements on lawyers and law firms. I understand the reporting obligations and the far-reaching consequences of failing to adhere to SRA obligations. In addition, I understand the power dynamics within law firms, the hierarchy of partnership that operates and how internal investigations can come into conflict with them both. This is likely to become more evident in light of the Fair Treatment Rules governing partners and firms.
Instructing appropriate and suitably qualified external HR consultants in a firm’s staff processes can offer greater protection for law firms (not least from the SRA).
With my knowledge and experience of the legal regulatory environment, I am well-placed to offer external and independent support to firms that are considering disciplinary action in relation to alleged or actual SRA breaches.
A: Between September 2014 and December 2024, I was first a governor and then Chair of Governors of a large highly successful girls’ Catholic high school in London. During that time, I worked alongside its leaders on its strategic priorities ensuring that they aligned with the school’s ethos and values. My role was to create a supportive and challenging environment through effective leadership, accountability and community engagement to ensure continuous improvement of the school. In my role, I was involved in work across EDI and in particular, the strategic action needed to become an anti-racist school.
In addition, I led on difficult and sensitive internal disciplinary processes involving staff. Since the school’s staff is trade unionised, I am familiar with working with TU reps in implementing processes. I also understand the specific statutory requirements on leaders, staff and governors as well as the wider stakeholder issues. In 2021, I was Chair of Governors during an Ofsted inspection and led as Co-Chair the recruitment of a new headteacher after the longstanding and successful headteacher retired.
A: £650 is my standard daily rate for private organisations. This assumes a 9.30-5.30 day with 45 minutes for lunch.
£550 is my standard daily rate for State Schools.
Daily rates are reviewed in May each year.
A: My work as a governor over the past 10 years has shown me that State Schools face real and consistent financial pressures whilst trying to deliver education outcomes that benefit individuals and wider society. Whilst I am no longer a school governor, it is my way of trying to support the country’s education system.
A: Yes, a 20-minute free consultation. All I ask is that ahead of any call, you set out in a brief email the nature of the support you seek. This ensures that the 20 minutes is better value for you; we can go straight to talking about whether, or how, I might be able to support you.
A: Yes – if your organisation is based in Central London (WC1, WC2, EC1-4) or SW London. Otherwise, it is something to agree ahead of starting any work.
