The world of work is in flux. 

Business leaders are managing talent across borders, adapting to hybrid models, and facing rising expectations around inclusion, ethics, and compliance. HR has never been more strategic — or more exposed. At ThinkGlobal HR, we help organisations navigate this complexity with confidence.

My own path into global HR wasn’t straightforward. I’ve built my career in change management and organisational development, working with public bodies, high-growth tech firms, and regulated industries. I’ve always believed culture is shaped most in moments of uncertainty. But nothing prepared me for the personal transformation that came when I was diagnosed with a rare genetic condition.

Ehlers-Danlos Syndrome changed how I move, how I rest, and how I lead. I now use a wheelchair about 25 percent of the time. I manage chronic fatigue, frequent migraines, and pain that can disrupt even the best-planned day. But what it didn’t change — what it couldn’t touch — was my drive.

Working globally, from my home in South Wales, gave me more freedom, not less. Supporting clients across continents, designing accessible systems, and co-founding ThinkEDI — these aren’t achievements in spite of my condition. They exist because of the perspective it gave me.

Change management is about people, not processes

Every successful transformation I’ve supported — from major restructures to strategic realignments — has had one thing in common. People felt involved, respected, and safe to speak up. The most dangerous myth in business is that resistance comes from laziness. In reality, most resistance comes from fear.

When I started adjusting how I worked, energy became my north star. I structured my day around high-value outputs and low-friction systems. The result? More impact, less burnout. I started teaching the same approach to clients — especially during high-pressure transitions.

Harvard Business Review has long advocated for psychological safety as a key predictor of team performance. At ThinkGlobal HR, we embed it into every change strategy we design. This is not soft skills work. It is resilience planning. It is governance by design.

One NHS-affiliated organisation we supported saw a 30 percent improvement in change adoption after we embedded inclusion-led decision-making and manager training. Their grievance rates fell. Morale rose. The lesson was simple: inclusion is the risk mitigation strategy most leaders overlook.

Working globally gave me space to thrive

Disability has shaped my leadership, not defined it. Running a global HR company from my home in Wales means I can work during high-energy windows, rest when needed, and still deliver strategic value across multiple time zones. The tools exist. The systems are ready. It just takes the will to lead differently.

Together with my business partner Merryn, we’ve helped organisations launch into over 40 countries. Our approach balances technical compliance with human insight — employment law aligned with values, contracts that reflect reality, and onboarding that builds culture from day one.

Deloitte found that businesses with inclusive mobility strategies and remote-first infrastructure were almost twice as likely to be innovation leaders. That rings true in our work. When HR is built around people, performance follows.

Merryn recently supported a client expanding into Latin America. We provided contract localisation, employee relations guidance, and a DEIB roadmap that resonated with local culture. The result was a 12 percent faster ramp-up for new hires and a stronger employer brand in a new region.

Representation shapes culture

I mentor women in tech and cyber because I know what it feels like to be underestimated. Too often, strategy roles are handed to those who fit a certain mould. But change is driven by those who question the mould entirely.

I couldn’t find a book with an autistic female protagonist for my daughter — so I wrote one. Adventures of the Glade: The Siren Stone features a neurodivergent heroine who saves her world with logic, courage, and kindness. Representation isn’t a buzzword. It’s a tool of empowerment.

The same principle applies in leadership. According to McKinsey, organisations with diverse executive teams see a 25 percent higher chance of above-average profitability. But the payoff isn’t just financial. It’s cultural. It builds teams that trust each other, challenge safely, and think beyond convention.

In one cyber-security firm we supported, an autistic analyst was being overlooked for promotion due to assumptions about communication style. We introduced inclusive feedback models, strengths-based reviews, and manager coaching. Within three months, she was leading a cross-functional delivery team. Her impact had always been there. It just needed space to be seen.

Disability didn’t limit my leadership. It honed it. It made me build systems that are resilient by default, inclusive by design, and scalable across borders. It pushed me to lead with purpose, not performance theatre.

I don’t need to hear what I can’t do. I already know what I will do next. At ThinkGlobal HR, we’re helping clients do the same — building confident, compliant, people-first businesses in a complex world.

What’s next for your global people strategy?

Book a free compliance check-in or HR audit with ThinkGlobal HR. We’ll help you assess risks, review contracts, and build systems that make global work feel effortless — and equitable.

What can you do to support the inclusion revolution?

Sign up for ThinkEDI for free. Use it to explore your own adjustment needs and build a more inclusive experience for your teams and customers. Subscribe to our employer and customer support modules to make diversity measurable and inclusion actionable — because equity should be simple.