I spent 16 years at Lloyds Banking Group, working across recruitment, leadership, culture and change. Much of that work was about bringing people together, understanding what needed to change and helping turn ideas into something that made a difference.
In my final role, I led delivery of the Catalysts Programme, building a network of 6,500 colleagues — ten per cent of the workforce — in ten months. It gave colleagues the support and confidence to lead change in their own teams, drawing on their experience of what worked and what needed to improve.
I also led the integration of the Group's refreshed values across leadership, recruitment, learning and colleague experience, as part of an award-winning programme. For me, that meant making sure values showed up in everyday decisions and behaviours, rather than just on posters.
Previously, as Senior Manager for Recruitment Policy and Compliance, I brought colleagues together across HR, Risk, Legal and Audit to make sense of complex issues and agree a way forward. I also designed and led a £5m Disability Work Experience Programme, supporting around 500 people a year — work I'm particularly proud of.
In February 2024, I left Lloyds through redundancy and went on to set up Sarah Redmond Consultancy. Having been through that uncertainty myself, I know how much confidence it can take to work out what comes next. Today, I bring that personal experience alongside my coaching and leadership background to support people through change, in their careers and as leaders.

My style is practical, participative and adaptable. I bring topics to life by finding the human connection that makes learning relevant, and I make space for different voices, perspectives and experiences.
Building psychological safety early matters to me, because it's what allows people to question the way things are done and talk honestly about what they're struggling with. That's how you get to the thing someone actually came in worried about, rather than the tidy version of it.
I work regularly with mixed-seniority groups, adapting pace, questioning and challenge so experienced leaders get stretched and newer managers aren't left behind in the same room.
The real impact comes when something shifts in the room and people leave with something tangible they can use back in their own working environment.
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