Dr Paul Aldrich
Founder, Talent Impacts
Paul started his career at Price Waterhouse in London, worked for the Chase Manhattan Bank in London and Hong Kong and was Partner and Global Head of People and Performance at Pemberton Asset Management.
Paul supported the firm’s growth in size and complexity from 50 people to 250 people, 5 locations to over 15 locations, 3 direct lending strategies to 7 private credit strategies and Euro 3.5 billion AUM to Euro 35 billion AUM, and delivered talent expertise for operational restructuring.
He has experience in talent portfolio management and coaching with organisations located in Europe, North America, the Middle East, Asia-Pacific and Australasia.
Paul has a Doctorate in Business and MBA from Durham University, an MSc in Coaching and Behavioural Change from Henley, an undergraduate BA in Business, and he co-authored ‘Building an Outstanding Workforce’ which focuses on individuals, teams, leaders, organisational design and development and questions around People function design.
He is a Fellow of the CIPD, Fellow of the Higher Education Academy, member of the Guild of HR Professionals and member of the British Academy of Management.
Paul is a qualified executive coach, qualified systemic team coach, member of the International Coaching Federation, is British Psychological Society qualified, and accredited to use Perspectives, Hogan, NEO, Saville Wave, Myers Briggs (MBTI), Firo-B, Core Strengths SDI 2.0, CharacterScope, Real World TLQ360, Watson Glaser and SHL G+.
Associates
Paul delivers client projects in conjunction with a small number of specialists that are selected depending on the needs of each mandate.This gives clients highly qualified and experienced teams at competitive fee rates compared to the cost of large consultancy brands.
Start by listening
Understanding an organisation starts with understanding its people.
Before recommending change, we listen. To the investment thesis. To the leadership team. To the organisation. And to the context in which people are being asked to perform.
That creates a more complete picture of what is working, what may be getting in the way, and where intervention can have the greatest impact.
The right talent decisions start with the right questions.
If you're considering the leadership or organisational implications of an investment, a portfolio company or a period of change, we'd be pleased to talk.