Mark is a Human Resources specialist with consultancy and in-house experience. He has worked across private and public sector organisations, within the sectors of finance, telecoms, education and health, including Ulster University, Danske Bank, the NHS, Lloyds Banking Group, Bristol Myers Squibb and Ofqual.
Between 2013 and 2016, Mark was Head of Talent and Organisational Development at Permanent TSB (PTSB) in Dublin where he was responsible for all aspects of the Bank’s Recruitment, Remuneration, and Development approaches; and was Programme Manager for the Bank’s wider HR and People Transformation effort. Under his tenure, PTSB was the recipient of the Irish Institute of Training and Development (IITD)’s Best Talent Management Programme in Ireland Award, which recognised the significant shift made in the Group’s Executive Development and Coaching Offering.
In May 2018, Mark took the position of Deputy Director for Talent and Performance within Ulster University’s People and Culture Department. In an exciting time of change and growth at the University, he brought his skills and experience to contribute to the enhancement of the ‘employee experience’, including approaches to organisational development, talent and performance management.
Few business school graduates at the turn of the millennium will have completed their studies without the oft-repeated phrase “Culture Eats Strategy for Breakfast” ringing in their ears. Fewer still will have emerged unscathed from a well-intentioned but ultimately flawed corporate ‘Culture Change Programme’.
However, as Clarendon Executive’s Mark Latuske explains, after a period of dormancy the ‘C’ word is firmly back on the agenda for businesses seeking ways to differentiate themselves and outperform competitors in an increasingly complex operating market.
Louis Gerstner Jr. who famously overhauled IBM in the 1990s and early 2000s is synonymous with the quote: “I came to see, in my time at IBM, that culture isn’t just one aspect of the game, it is the
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