Andrew Stotter Brooks

Driving global capability, leadership development, and frontline performance across markets. Building scalable learning ecosystems rooted in operational excellence, with 30 years of experience across hospitality, retail, aviation, and multi-site organisations supporting 15,000–90,000+ employees worldwide. This role is also a meaningful homecoming, having worked with the Fridays brand earlier in my career. I’m excited to help shape the next chapter of learning, growth, and leadership across the organisation.

1. Learning Academy Design & Build End-to-end academy creation — vision, blueprint, accreditation. • Program architecture (Foundations → Specialist → Leadership) • Governance, KPIs & impact measurement • Accreditation (ILM, CIPD, Highfield, BIFM) • Digital & physical setup (Designed 8 enterprise academies globally) 2. Technical Skills Frameworks & Competency Models Role-based systems that drive capability, performance & mobility. • Technical Job Skills Frameworks (TJFs) • Competency mapping (all job levels) • KDB (Know–Do–Be) integration • Performance matrices (e.g., #8KA) • Assessment centres & verification (Built 26 frameworks across 50+ ADNOC assets) 3. Talent, Succession & Leadership Pipelines Developing emerging → senior → executive leaders. • Succession models & pipelines • Leadership academies & coaching systems • 360° feedback & Talent Discovery • Graduate & Nationals pathways (Led systems for Etihad, ADNOC, Alshaya) 4. Scaling Businesses 1 → 100 Sites Using a 6-domain ecosystem to codify excellence. • SOPs, culture & performance standards • Role pathways & certification routes • Scalable competency/compliance systems • Digital systems (ERP/CRM/LMS) • Playbooks & onboarding systems 5. HR Framework Design (Hire → Perform → Develop → Reward → Offboard) • Regulatory & compliance frameworks • Attribute-based hiring • Qualification & talent pathways • Competency-based HR processes 6. Digital Learning & System Deployment • LMS rollout (SAP SF, Axonify, custom) • AI-enabled learning pathways • Microlearning & mobile learning • Dashboards & analytics (Deployed 6 enterprise LMS systems) 7. Culture, Attribute & Behavioural Frameworks • Culture codification & audits • Behavioural standards by job family • Leader-as-culture-carrier tools 8. Performance Management Redesign • Coaching-led PMS design • KPIs & scorecards • Continuous feedback systems (Introduced SAP PMS + #8KA at Etihad)

Showing the EXTRA-ordinary in humanity by helping us all excel in everything we do, everyday.

• Steering a 55,000+ workforce transformation aligned to ADNOC Vision 2030. • Created the Technical Job Skills Framework covering 50 upstream assets; integrated into SAP SuccessFactors & Panorama. • Targeting 10% downtime reduction and AED 120M annual OPEX savings via predictive analytics and learning calibration. • Leading ADNOC’s Learning Academy Network and digital upskilling for 9 business directorates.

• Directed L&D strategy for 40,000+ employees across 75 global hubs. • Introduced the #8KA Performance Matrix and KDB (Know–Do–Be) Framework, improving performance alignment by 22%. • Implemented SAP SuccessFactors LMS and Axonify “Own It”, digitizing 95% of learning programs. • Budget Responsibility $27m • Increased manager retention +18% and reduced admin hours –25% via coaching-led performance systems. • Designed the “Grow with Etihad” leadership program for 400 leaders across 74 countries.

• Led 70+ trainers supporting 90,000 employees across 19 markets. • Responsible for learning development of 5000 + Starbucks • Built Learning Links LMS, onboarding 5.2 million+ active learners in the Alshaya Privileges Club, loyalty programme. • Launched Graduate and Apprenticeship Programs reaching 2,500+ GCC nationals annually. • Drove 15% sales uplift in pilot brands via targeted skills interventions. • Achieved ILM/BIFM accreditation and established 3 KSA National Learning Academies. • Established Learning Academies in Bhutan, Egypt and Russia Responsible for the field education and development of 53,000 Team Members across the Middle East and North Africa. Supporting and developing learning and human capital within over 90 World Class Retail and Restaurant Brands including Starbucks, Body Shop, Harvey Nichols, H&M, Debenhams, Muji, Jack Wills, Boots, Next, Top Shop, River Island, I Hop, Cheesecake Factory, PF Changs and Foot Locker in 19 Countries with a team that converse in more than 110 languages. People are at the Heart of what we do and delighting our customers is what motivates us! We value the talents and abilities of our employees and are constantly working with external partners to develop and improve our products and make them future proof!

Creation of Kout University Led People Talent Pipeline Responsible for implementation of Kout Food Group LMS ensuring quality delivery across global service. Increase Colleague retention by 15% and contributed towards KFG 25% EBITDA Growth Responsible for the field education and development of Team Members in Kuwait and the UK, supporting and developing the many KFG Brands. Kout Food Group is a Market Leader representing world renowned brands in hospitality and retail including Burger King, Pizza Hut, Taco Bell, Ikea, Go Sport, Franklin and Marshal, Kabab-Ji, Maison Blanc, Cha Cha Moon, Kitchen Italia, Applebee's, Burj Al Hamam Restaurants, Ayyame and KFC. In this role I successfully created and implemented a People Strategy including Kout University School of Business. I was also responsible for the talent pipeline, initiating a performance development review process involving talent management. I was also in charge of compliance, learning management systems, the chef academy, global customer service programs, ILU technical skill measurements, KPI measurements and call centre training.

Responsible for the field education and development of Team Members and crew of their Australian fleet serving the South Pacific. A massive variety of work from learning strategy implementaion and driving passenger on board evaluation scores to delivering Sunday Church Service at Sea. Working in partnership with the Regional HR Directors, the People and Performance manager provided specialist training and development advice and support within the South Pacific Region, Leading specific organisation wide projects and interventions. The development of a slick and effective regional Talent, learning and development infrastructure focusing on Senior Officer Development and Performance Management processes to add leadership and development value. Additionally support being offered to Passengers and Crew in distress whilst on vactaion and during travel. In this position I was able to develop performance management procedures and P&O management and crew development programs, including passenger satisfactions checks and on board crisis management. I was responsible for liaising with crew and passengers alike. I was also in charge of complying with International labour laws for 6 vessels operating in the South Pacific and Asia. Social Media Training Social Media Development Leadership Development Performance Management Crisis Management

Responsible for the field development of 16,000 team members across the 8 Hilton Brands in the UK. Primary focus on Performance Management and Leadership Development. LinkedIn Expert LinkedIn Coach Linkedin Leadership Development Linkedin Talent

Managed a team of Learning Proffessionals across the Hilton International Division in the UK and Europe Creation of Performance Management Processes and the use of the 9 box matrix Complinace Training Introduction of technicla skills training material (Passport to Hilton) later Job Skills material Virtual Class creation Development of E learning Solutions Delivery of NVQ programs Hilton University training full HU curriculum

Responsible for field education and the professional development of 32,000 team members in Hiltons European Hotels. Accountable for Learning and Development within the Living Well / Hilton by Precor brand in the UK and oversee the educational activities of their Health Club Managers and team members. Manages the delivery of Hiltons National Vocational Programme (Government Funded Training), Chefs Apprentices and The Register of Exercise Professionals. Delivery of Hilton's full education curriculum. Delivers on Promises, Stake Holder Management, Fit for Purpose delivery, Identifying and adding Commercial Value, Financial Awareness, Exudes Fun, Lives Hospitality, Displays Passion every day, Inspires/ Self Motivates, Loves Pressure, Craves Action, Get's the job done, Thrives on WOW, Obsessed with attracting and Developing Talent, Curiosity, Accountable. Humility and a sense of Humor Key Achievements Managed the migration of 4000 employees into the Bannatyne Group ensuring all Capital, Legal and human consequences were fully understood and managed. Developed a Vision Mission and Values with Alan Leighton (Chairman Royal Mail) which drove considerable cultural change and assure alignment of business requirements. (Local to National which woke interest and created a partnership with Diet Coke for mutual benefits and collaboration)

Stategic HR with a blended learning role. Managing the daily HR needs of the Hilton Livingwell business and the introduction of Leadership Development Programs and Performance Development Strategy across the UK and Europe.

Responsible for the field development of team members across the Hilton Family of Brands in Europe. Including delivery and creation of training, hosting and organising events and coaching senior leaders

REP's Registration of team members to industry standard co ordination and implementation Vocational Qualifications and apprentice programmes across the UK portfolio (NVQ) Administration of Curriculum via the Hilton Learning Management System Developing Relationships with Universities and Further Education establishments Internal Talent Recognition and Development Programmes (DRIVE) Virtual Class WEBEX conception and Delivery Europe wide

Postion was split between a traditional HR function and the implementation of a Learning and Development Function. Developed Global Orientation Process Development and implementation of Performance Management Processes Compliance and Competency Models for operation Delivery of Technical Training Manuals for business Development and Training within Central Sales offices

Responsible for the conception, creation and development of the Training Department. Joined the business when it had 16 Health Clubs. Departed business when they had 69 Clubs. Identification of learning need and strategic planning to close specific skills gaps in the business. Including member retention and Member Sales. Mission Purpose and Values construction and Implementation Company wide Member Service Training conception and delivery, company wide Company Coach/Mentor Development of integrated Management Programme (Cannons School of Management) GOO Grow our Own strategy Development Programme for internal talent Development of 'Flame', in house training for front line team members Recruiting & Assessment Center Management