I’m proud to introduce our SPS UK & Ireland (UKI) CEO, Gary Harrold, whose personal and professional journey is nothing short of inspirational. He would never describe it that way himself, but those who have worked with him over the last three decades speak with genuine admiration and agree wholeheartedly with that sentiment. Gary began his career in the mailroom at a young age, and over the years progressed up through the business. As the company evolved from a small operation into the global organisation it is today, Gary grew alongside it, demonstrating strategic thinking and a deep commitment to people and purpose.
Gary’s leadership stands out for his deep commitment to EDI alongside his operational excellence. In 2022, recognising a gap in our UKI EDI capability, he proactively commissioned our first external audit, laying the foundation for a bold, data-driven strategy that continues to shape our culture and business today.
Recognising the need for immediate action on gender equity, Gary transformed insights into purposeful initiatives and created our first employee network group, SWAN (SPS Women’s Alliance Network). His proactive engagement and involvement ensured that SWAN launched with purpose and visibility. For a period, in the absence of a formal EDI structure, SWAN became the driving force behind the business’s EDI efforts, shaping direction and delivering action. Gary remains a visible and vocal champion of SWAN. His leadership laid the foundations for a more inclusive culture well before a formal EDI role was established in 2024.
A major milestone came when Gary secured global CEO approval to create a full-time EDI Manager role for the UKI, a role new to both the UKI and global business. This new overhead investment was a significant achievement and importantly positioned the UKI as a leading voice on inclusion within the global business. This reflected Gary’s strong commitment and determination to embed EDI within the organisation’s structure and leadership.
When I joined the organisation as EDI Manager in April 2024, Gary’s openness, honesty and support as well as his dedication to equity were immediately evident. He listened carefully to my observations and recommendations and gave me the platform to implement meaningful change. One of the most significant actions he took was to invite me to become a member of the UKI Extended Leadership Team, ensuring EDI became a regular board-level discussion. This platform enabled direct communication with senior leaders, regular reporting on progress and alignment of EDI goals with business objectives. This level of access and sponsorship is rare, and it’s been instrumental in elevating EDI from a conversation to a clear business priority. We’ve made significant progress since, establishing eight employee network groups endorsed by our CEO. Gary’s commitment to inclusion is visible in every aspect of his leadership. He championed our Race Equality Panel Talk, promoting it across the business and encouraging participation in this powerful discussion on lived experiences of racism and discrimination. Gary is a strong advocate for men’s health and led our Movember campaign, launching a leadership fundraising page, growing a moustache and hosting a inspiring panel on men’s mental health. His efforts created space for open dialogue and reinforced that inclusion embraces all identities and experiences.
During periods of social and political unrest, Gary has demonstrated consistent, values-led leadership. In response to the 2024 far-right riots and the 2025 Supreme Court ruling on gender identity, he endorsed clear, inclusive company statements reaffirming support for marginalised colleagues and a zero-tolerance approach to discrimination. His principled stance is highly respected across the organisation.
These actions reflect a consistent commitment to inclusion, compassion and meaningful action.
Most recently, Gary added a discussion on the Race at Work Charter, led by one of our Executive leaders, to the agenda of the Extended Leadership Meeting, ensuring that collective senior leadership commitment remains a priority. From my experience in previous roles and organisations, securing that level of direct CEO involvement in EDI is exceptionally difficult, yet Gary consistently leads from the front.
Gary’s EDI leadership is defined by authenticity, humility and unwavering commitment. He leads by example, consistently using his platform to elevate others and embed inclusion into the fabric of the business making it a strategic imperative. His active sponsorship celebrates progress and ensures inclusion remains central to decision-making.
Our Global HR Director described Gary as one of the most inspiring and empathetic leaders in the organisation, a view widely shared by those who work with him. From foundational audits to bold statements, structural investment to culture-shaping conversations, he has driven every major EDI milestone in our UKI business.