Henry Jones



Enterprise-wide strategy, organisation, culture and behaviour change, leadership engagement, programme kick start and planning, strategic narrative design and development.

A supercharged team I have been a part of

I previously worked within the tech media industry as part of the sales team. We became the leading sales team by reputation, breaking records on a regular basis. We had an excellent team spirit, were all motivated towards the same goal, and everyone encouraged and supported each other when necessary. I try to instil the same vibe with every team I lead, where we all have total clarification on the end goal, and are willing to do what it takes to get there.

Business highlights

EMEA Change and Transformation Director | Pearson
Leading the in house EMEA Change and Transformation team as part of a global change programme impacting 40k+ employees across 40+ countries. Responsible for defining the engagement and adoption strategy and working with business leaders and employees to help them embrace new structures, tools and ways of working.

Engagement and Adoption Lead | Deloitte
Consulting role, helping clients define their vision and operational strategy, mobilise and deliver large-scale transformation programmes (usually) in response to digital disruption. Specialised in helping clients create ways to enhance ownership and adoption and drive longer lasting change. Clients included Sony PlayStation, Sony Pictures, BT Group, BBC Worldwide, and Pearson - amongst others.

Why I love what I do

I love that my job is about helping people do stuff differently. When I work with senior leaders in the midst of changing their businesses, connecting them with the art of the possible and helping them see new ways to unleash the power of the human to create value is hugely rewarding. I get a deep satisfaction from helping leaders, help their people, drive commercial benefit out of doing new stuff.

A business result I'm proud of

Iā€™m really proud that, even against a tough timeline, we achieved high levels of engagement and delivered practical benefits for thousands of employees across multiple countries at Pearson. Like any project, there were challenges and people that were not always bought in from the outset. But we ended up with a wave of positive feedback about how the engagement approach, levels of adoption and the value created represented a positive change from the way things had been done in the past.