Steve is a high-achieving and result-oriented Talent Acquisition Manager with extensive experience implementing major recruitment initiatives across a variety of sectors including IT, Telecommunications, Finance, Banking, Defence, and Sales & Marketing. He works equally effectively in a senior team or on his own initiative producing value-adding Human Resource solutions that promote growth, profit, excellence and a positive organisational identity. Below are a selection of key skills and areas of expertise that underpin his success and the inevitable success to follow. • Skilled Change and Transformation Manager implementing benefit-driven culture and best practice • Expertise providing effective management systems that aid decision-making using key performance indicators to monitor and continually improve performance • Review and implement processes and procedures to provide a consistent level of excellent service using data analysis to substantiate decisions and resolve problems • Practice at recruiting, training, and motivating personnel across diverse skill-sets, functions, cultures and countries to Board level; and training client staff to manage similar senior level hires • Well-developed leadership, management, and team development expertise • Consistently achieve challenging targets while managing, and tightly controlling, tough budgets • Confident, articulate, and persuasive communicator, presenter, and negotiator to C-suite level • Skilled at managing a complex matrix of relationships, networks, and networking opportunities • Keen ability to take a vision, articulate a plan, and translate it into practical actions • Excellent tactical and strategic planning, organisational, and resource management abilities • Innovative and lateral thinker with excellent analysis and problem solving skills

Head of Talent Acquisition, International Operations @ From December 2014 to Present (1 year 1 month) Interim Contingent Workforce Project Manager @ Implemented global contingent worker program in the UK, and sole point of contact for the management of the end-to-end process (white glove service) for all contingent hires in the UK controlling a £2m spend. • Provide guidance, consultation, education, cost management, and training to hiring managers on the contingent workforce hiring processes and best practice • Reduced suppliers with pre-agreed mark-ups from 18 to 4 delivering savings of up to 30% • Achieved challenging Time-to-Hire targets, from requisition approval to candidate offer, of 10 working days • Completed audit of incumbent contingent workers to identify and educate managers on factors that affect the hiring process, including compliance, risk, government regulations, and company policy • Created effective bespoke Operations Manual, and established and managed preferred supplier list From April 2013 to October 2014 (1 year 7 months) London, United KingdomProject Manager @ Led due diligence for global FMCG company covering 13 EMEA and 13 APAC countries, managing the understanding of recruitment processes, and verifying expenditure on contingent labour and supplier mix. • Created savings of up to 4% within 3 years for countries implementing an MSP program • Implemented cost neutral MSP by negotiating with suppliers and absorbing implementation cost • Developed data collection templates and undertook face-to-face consultation meetings with country stakeholders with large spends • Facilitated weekly project progress calls with EMEA and APAC stakeholders and provided a weekly progress project overview document with actions • Project managed implementation of an MSP with Vendor Management System for a pharmaceutical company in Ireland covering seven sites IBM – Programme Director 2010 – 2010 Managed a team of 4 with responsibility for all end-to-end recruitment activities from candidate identification of location to facilitating Assessment Centres. • Agreed and created Management Information dashboard outlining candidate sources, candidate pipeline, conversion ratios, KPIs, and prioritised candidate selection against demand plan • Created blueprint and templates that enhanced workflow and data management from Assessment Centre documents preparation through to HR offer process • Integrated learning from project into client ‘Invigorating Recruitment Programme’ • Integrated the Accelerated Assessment Centre programme into Business as Usual processes • Successful project management resulted in IBM offering positions to 55 Consultants in 13 weeks From July 2010 to February 2013 (2 years 8 months) Interim Consultant @ Mentored French Business Development Manager and assisted UK managers to develop budgets and create business plans for new financial year. • Developed processes and procedures to streamline workflows from invoicing to cash collection • Created commercial viable energy audit commodity and sold energy audits to senior client stakeholders, including a desktop feasibility study for GlaxoSmithKline, India, worth circa £100k From January 2009 to July 2010 (1 year 7 months) Interim Resource Operations Manager @ Managed a team of 7 Resource Business Partners and an inbound Call Centre for all candidate applications; recruited circa 2300 new employees per annum. • Increased ‘Direct Channels’ permanent recruitment hires from two year fill rate of 55% of demand to 100% within three months: monthly starters range from 140 – 172 across six contact centres and HQ • Engaged Advertising agency to promote recruitment opportunities via radio and local press for site open day briefings sessions, presenting and promoting ‘refer a friend’ scheme to all Call Centre teams • Chaired twice-weekly conference calls to key ‘Direct Channel’ stakeholders • Managed sourcing of specialist personnel to support the Direct Channels on-line banking and mobile communications services across departments including IT, Marketing, MI Analysts, and Developers • Consulted with client on candidate attraction methodologies for locations that required relocations or make opportunities known to the local community From May 2008 to December 2008 (8 months) London, United KingdomChange / Project Manager @ Working closely with Board Directors to facilitate a large component of a major transformation programme across three Adecco brands, Roevin Engineering, Computer People, and Adecco. Transformation component involved the integration of their service offerings into one brand to support their clients. Key Achievements: • Programme finished ahead of schedule and within budget. • Reviewed and implemented new organisational structure to increased return on sale from 2.5% for FY 2007 to projected return on sale for FY 2008 to 7%. • Reduce annual SG&A operating costs by £2 million (Roevin), by integrating back-office functions into group shared-services. • Competency base interview and recommend Managers for new organisational structure (Roevin). • Increase the net value of the company to five million pounds (Roevin). • Interview key team stakeholders and produce report to detail best practice methods to source candidates using vertical market delivery teams. • Review current recruitment processes, procedures, and recommended vendor management solution for Fujitsu (consultancy for Adecco). Integrate three brands (managed and key accounts) with a combined turnover of £700 million. Reduce headcount from 450 employees to 270 employees resulting in a £12 million increase in operating profit. From 2007 to 2008 (1 year) United KingdomCountry Manager, France @ Motivate and build high performing sales teams in Paris and Sophia-Antipolis (Nice Region). Reviewed and implemented sales practices that created the first operating profit for the two entities, FY05 – FY06, from minus €300k to positive €200k, first profit in its five years of operation. Team delivered second largest new business revenues within the group, previously France was last. From February 2005 to November 2006 (1 year 10 months) Paris Area, FranceExecutive Corporate Services Director @ Responsible for all back-office functions: - I.T (14 staff), Facilities (four) and Accounts (80 staff in the UK and 11 qualified financial controllers in the European operations, 500 users). Key Achievements: Reduce the Days Sales Outstanding (DSO) from 70 days to 45 days in nine months (£12.5 million recovered > 270 days old) by liaising with sales teams and clients. “Manpower Global Corporate Recognition award” for the largest reduction in DSO within the Manpower group of companies. Provided solutions within four months for 55 medium and high-risk control issues within finance as identified during an internal audit conducted by Manpower corporate in the USA to be compliant with Sarbanes-Oxley Act. Lead team to implement Hackett ‘best practice’ accounting methodology to improve efficiency of financial accounts processes and procedures across 11 countries. Upgrade of accounting back office systems (Coda and SharpOwl), the payroll system (ADP), and implementation of ‘Cognos reporting’ for management accounts. In-source Thales payroll and invoicing functions from third-party supplier LSM resulting in a £500k saving / annum, reduced FTEs from two qualified accountants and three administrators to 1.5 administration FTEs. Outsourced the development of the front office sales application to a software house (£500k annual saving). From April 2003 to February 2005 (1 year 11 months) London, United KingdomInterim RPO Manager @ The Manpower group won the onsite RPO to supply all contract and temporary staff for the 33 UK Thales companies. Staff from Thales’s in-house recruitment company transferred under the TUPE regulations to Elan. Elan hired me as a consultant to implement the c£30 million account. Manage delivery teams to support Thales companies across the UK. Co-ordinate clients audit activity with recruiting managers to aid delivery teams. Attend monthly service/delivery meeting with Thales Senior sponsors. Implement Spring groups Vendor management system ‘Hyphen’. Increase direct hires from 20% - 70% From December 2002 to March 2003 (4 months)

2 "A" Levels and 6 "O' levels @ Stanley Technical High School From 1975 to 1982 Steve Lorde is skilled in: Change Management, Business Strategy, Management, Team Leadership, Contract Negotiation, Coaching, Recruiting, Operations Management, Business Development, Strategy, New Business Development, Business Analysis, Negotiation, Account Management, Microsoft Excel