Ian Tomney-Bell is a diversity, equity and inclusion (DEI) and talent-acquisition leader. In posts about work at giffgaff, Tomney-Bell describes building employee affinity groups, developing inclusive hiring practices and representing workplace inclusion at industry events.
Ian Tomney-Bell is most useful for DEI thought leadership on inclusive hiring, employee voice and workplace practice.
Best for
A diversity-focused consultancy seeking a thought-leadership collaboration on inclusive hiring and DEI strategy.
Not for
A consumer brand seeking a paid product post with broad reach targets and performance reporting.
Key takeaways
Inclusive hiring starts with manageable changes, listening to affected communities and acting on what they say.
Allyship is collective action across companies, not a personal stance.
Employee affinity groups can strengthen employee voice, alongside industry partnerships and public events.
Check first: Confirm audience demographics, engagement and commercial terms before contacting them.
Main ideas
Inclusive hiring starts with small steps and improves by listening · Allyship is collective action across companies, not a personal stance · Put inclusion inside policy, employee voice and hiring
Ian Tomney-Bell writes about making workplace inclusion part of hiring, employee voice and company practice.
In posts about their work at giffgaff, they describe building employee affinity groups, sharing inclusive-hiring practices and bringing people from different companies together to discuss sexism and microaggressions.
The posts pair workplace examples with personal reflection and practical calls to action.
Tomney-Bell connects inclusion principles to concrete steps.
In a post about inclusive hiring, they advise starting with manageable changes, listening to affected communities and acting on what they say.
A reflection on International Women’s Week combines a personal perspective on gender equality with a cross-company conversation about sexism and microaggressions.
A career retrospective describes employee affinity groups as a way to strengthen employee voice, alongside industry partnerships and public events.
These examples show how inclusion can be put into practice, not just discussed.
Ian Tomney-Bell writes about diversity, equity and inclusion as an operating practice: hiring built from small, repeatable steps; allyship carried out jointly with other companies; and inclusion routed through policy, employee networks and recruitment rather than campaigns alone.
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The posts argue that sponsorship of community representation has to look genuine, and cite awards and industry stages as public evidence of the work. One post says they are exploring other DEI, talent or people roles while staying in their current one.
Inclusive hiring starts with small steps and improves by listening
Inclusive recruitment can improve both a company’s hires and the customers they reach.
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The proposed method is incremental: start with the easy steps, then keep improving by listening to the communities involved and acting on what they say. The advice came from a working session, not just a statement of principle.
Ian Tomney-Bell took part as an "Impact Maker" with ImpactMatch and shared a stage with Tom Simpson and Disha Mehta to swap experiences of hiring for inclusion. Leigh Smyth, Ellie Crouch, Fiona Wong and Emma Wilson were also named among those involved.
Allyship is collective action across companies, not a personal stance
For International Women's Week, under the theme "Accelerating Action", Ian Tomney-Bell cites World Economic Forum figures putting full gender parity roughly five generations away (2158) and links that timeline to pay equity.
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The proposed response is collective: amplifying underrepresented voices requires action across employers. The post asks readers how they are accelerating action and urges them to "do something", without prescribing a route.
An industry collaboration for International Stand Up to Bullying that addressed sexism and microaggressions, with named participants from giffgaff, Virgin Media O2, Tesco Mobile, Vodafone and LG. The participants' contributions belong to them; the post is Ian Tomney-Bell's account of the collaboration and a thank-you to those involved.
Put inclusion inside policy, employee voice and hiring
A recurring priority is building affinity groups into genuine vehicles for employee voice, working with affinity leads and widening the remit into talent acquisition so inclusion is built into business policies.
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Strategy reviews are the moment to judge what worked and decide where to push next. Active allyship and inclusive management remain the focus, routing inclusion through hiring, policy and internal networks rather than messaging alone.
After joining giffgaff in 2024, Ian Tomney-Bell took on the talent acquisition team alongside the DEI remit. The retrospective lists affinity groups, a partnership with Inclusive Companies, events with speakers such as Paige Lewin, Ella Morgan and Jodie Ounsley, and a recognition event called "Grit and Glory".
Representation should read as genuine, not performative
Ian Tomney-Bell argues that when companies sponsor community representation, the display should reflect who the company actually is.
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They note having seen that up close at two organisations. Pride participation, award listings and industry stages are presented alongside the programmes behind them as evidence of the work.
The posts cite London Pride with giffgaff and Virgin Media O2, a place on the Top 100 Pride Power List, awards including Head of Diversity 2025 and Diversity Team of the Year 2026, and appearances at Connected Britain, the Employee Engagement Summit and the Great British Workplace Wellbeing Awards Summit. Ask for independent confirmation of awards and nominations.
A track record built in one role, with the next step openly explored
The retrospective describes joining giffgaff in 2024 as the step into a DEI leadership role Ian Tomney-Bell had been working toward for years; the remit later widened into talent acquisition.
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The post says the milestone prompted a search for other DEI, talent or people leadership roles while they remain committed to their current role. The next move is undecided.
Ian Tomney-Bell says they remain fully committed to their role at giffgaff, that exploring other opportunities does not mean leaving, and invites relevant leadership leads to get in touch.
From aspiring to a DEI leadership role, to holding and widening it, to openly exploring what comes next.
This is the single most complete account of what Ian Tomney-Bell has actually built, so it answers the newcomer question "what is this person's track record?" before any campaign conversation.
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It is the fastest way to see the scope of the role — diversity, equity and inclusion plus talent acquisition — and the specific programmes behind it.
Ian Tomney-Bell writes that joining giffgaff in 2024 let them step into a DEI leadership role they had wanted for years.
Taking on the talent acquisition team as well changed how inclusion was written into company policy.
The post details the work: building employee affinity groups into a channel for employee voice, partnering with Inclusive Companies, running events with speakers including Paige Lewin, Ella Morgan and Jodie Ounsley, and creating a recognition event called 'Grit and Glory'.
It also names industry appearances at Connected Britain with ImpactMatch, the Employee Engagement Summit and the Great British Workplace Wellbeing Awards Summit; work towards a CIPD Level 5 qualification; and awards including Head of Diversity 2025 at the Rainbow Honours and Diversity Team of the Year 2026 at the Great British Workplace Wellbeing Awards.
They close by reaffirming their commitment to giffgaff while exploring other leadership opportunities in DEI, talent or people.
For brands planning a campaign
The strongest evidence for a thought leadership brief: named programmes, partnerships and awards for a partner to reference. With an active job search underway, settle early which organisation Ian Tomney-Bell would represent and how to handle employer-linked claims.
It shows the operating pattern — reviewing strategy, then taking it to an industry platform, then crediting the people involved — which is exactly what a collaboration would need to fit into.
Ian Tomney-Bell describes a week combining an internal strategy review with public DEI work: solidifying future direction, speaking on inclusive hiring at a major industry event as an 'Impact Maker' with ImpactMatch alongside Tom Simpson FRSA and Disha Mehta, and launching giffgaff's new Broadband offer.
The method is straightforward and repeatable — recruit with inclusive policies, start with easy steps, then improve by listening to communities and putting actions in place.
The post names collaborators including Leigh Smyth FRSA, Ellie Crouch, Fiona Wong and Emma Wilson FRSA, and says active allyship and inclusive management remain the focus for 2026.
For brands planning a campaign
The format could support a series rather than a one-off article: the author credits co-participants and connects programme work to a public message. Budget for co-credit approvals and decide in advance whether to name the partner organisation or giffgaff as the affiliation.
This piece shows how Ian Tomney-Bell argues, not just what they do.
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It answers the question "will this person produce something with substance?" by demonstrating a data point, a personal reason and a concrete call to action inside a short post.
Marking International Women's Week under the theme 'Accelerating Action', the post opens with World Economic Forum figures suggesting full gender parity is roughly five generations away, then gives a personal reason to care: being a parent of a five-year-old daughter.
It turns to giffgaff's work — recognising women's contributions, pursuing gender parity and continuous learning — and then to allyship as collective action, citing the company's participation in an industry collaboration for International Stand Up to Bullying that addressed sexism and microaggressions.
It names participants from giffgaff, Virgin Media O2, Tesco Mobile, Vodafone and LG, then asks readers to take action and be an ally.
For brands planning a campaign
This is a reusable template for co-branded thought leadership: an external statistic for credibility, a human reason to engage, a named multi-company effort and a call to action. It also shows Ian Tomney-Bell convening people from competing brands — an asset for a category-wide piece, with clear rules needed for logo use and competitor messaging.
Ian Tomney-Bell's clearest teaching point is that inclusive policies improve both the staff a company hires and the customers it reaches, and that the work starts small.
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They frame it as a sequence: take the easy steps first, then keep improving by listening to the communities involved and putting those actions in place. The advice comes from a specific appearance: they joined ImpactMatch as an “impact maker” and shared a stage with Tom Simpson and Disha Mehta to swap hiring-for-inclusion experiences.
Explains an approach through a staged sequence and a lived example from a named industry panel.
For brands planning a campaign
A thought leadership collaboration on inclusive hiring fits the material closely, provided it offers a staged, practical method rather than high-level DEI messaging. Panel discussions, structured interviews or a co-written playbook on “start with easy steps, then listen and act” map directly onto how this material teaches.
Embedding inclusion in policy, employee voice and talent acquisition
A recurring subject is the operational side of DEI inside an employer: building affinity groups into real vehicles for employee voice, working with affinity leads, and expanding a remit into talent acquisition so inclusion is woven into business policies.
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Ian Tomney-Bell describes annual strategy review as the moment to decide what worked and where to push next, and names active allyship and inclusive management as continuing focuses. The posts treat inclusion as something routed through hiring processes, policy and internal networks, not campaigns alone.
Connects strategy review to specific internal mechanisms: affinity groups, talent acquisition remit and policy.
For brands planning a campaign
Strong fit for employer-facing content aimed at HR, talent and people leaders: affinity group design, inclusive management practice, and embedding DEI into hiring and policy. This is a better angle than consumer-facing inclusion messaging, which the material does not cover.
Allyship is treated as collective action rather than a personal stance.
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In a post marking International Women's Week under the theme “Accelerating Action,” Ian Tomney-Bell cites the World Economic Forum figure that full gender parity is roughly five generations away, links that to pay equity, and points to a specific joint effort: an industry collaboration for International Stand Up to Bullying addressing sexism and microaggressions, run with named participants from Virgin Media O2, Tesco Mobile, Vodafone and LG. The post asks readers what they are doing to accelerate action and urges them to “do something” rather than pick a particular approach.
The other companies and individuals named appear as collaborators in an industry initiative. Confirm any commercial relationship before treating them as clients or sponsors.
For brands planning a campaign
Suited to multi-party formats — cross-company panels, roundtables or joint content on inclusive workplaces — where several employers contribute. It also supports allyship-themed internal campaigns with a call to action that lets audiences choose their own route in.
Ian Tomney-Bell posts about visible representation of an employer's inclusion work: taking part in London Pride with giffgaff and Virgin Media O2 and describing the sponsorship as genuine rather than performative; being named in a Top 100 Pride Power List; and listing recognition including Head of Diversity 2025 and Diversity Team of the Year 2026, plus nominations such as the Employee Network Awards, Rainbow Honours and European Employee Awards.
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They also name industry stages — Connected Britain, the Employee Engagement Summit and the Great British Workplace Wellbeing Awards Summit. The same post catalogues speaking appearances, events with outside speakers and a recognition event.
For brands planning a campaign
Useful for employer-brand and awards-adjacent work where proof of visibility and recognition matters. Ian Tomney-Bell's posts provide concrete examples for campaigns that document outcomes and recognition; ask for independent verification if the campaign requires it.
First-person weekly reflection mixing work and personal life
The dominant format is a long first-person roundup in which professional milestones sit beside personal ones.
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A single post can move from strategy review and inclusive hiring to the launch of a broadband product, a weekend away, upcoming concert plans and an awards shortlist, with emoji and conversational phrasing throughout. Two of the three posts follow this shape: a week-in-review with a closing “looking ahead” section, or an anniversary-style post that lists achievements and ends with a request for opportunities.
Format and structure across the posts.
For brands planning a campaign
Collaborations can be informal and personal rather than scripted, which suits founder-voice or culture-led content. Brands should expect an employer product or event to appear alongside personal detail, and brief for tone and disclosure expectations rather than tight formatting.
One post ends with an explicit open-to-work note: while still committed to the current role, Ian Tomney-Bell says they are starting to explore DEI, talent and people leadership opportunities elsewhere and invites relevant leads.
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The post also looks back on achievements in the current role, putting their stated intent and record of work together.
The post says they are exploring opportunities but does not say they are leaving. Confirm their employer affiliation at the time of any collaboration.
For brands planning a campaign
Scope any collaboration to Ian Tomney-Bell and their own work rather than a specific employer's internal programme. Confirm their current affiliation and remit before planning employer-specific content.
Ian Tomney-Bell's posts tie them to giffgaff and a small set of named organisations in their diversity, equity and inclusion work.
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They say they joined giffgaff in 2024, lead its DEI work and took on its talent-acquisition team. Ask for terms or contract details for the appearances and partnerships they describe.
giffgaff
Employment
Ian Tomney-Bell says joining giffgaff in 2024 let them step into the DEI leadership role they had been working toward.
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They later expanded their remit to lead the talent-acquisition team.
Their posts describe building employee affinity groups, partnering with Inclusive Companies, hosting internal recognition events, launching giffgaff's broadband product and representing the company's inclusion work on industry stages.
They say they remain fully committed to the role while exploring other DEI, talent or people leadership opportunities.
They say they represented giffgaff and Virgin Media O2 at London Pride and saw genuine community sponsorship firsthand "across two brilliant organisations."
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They also name Virgin Media O2 colleagues they worked with on an industry anti-bullying collaboration. Ask about their contractual relationship with Virgin Media O2.
They describe being an "IMPACT MAKER" with the ImpactMatch team over two days, sharing a stage on inclusive hiring with Tom Simpson FRSA and Disha Mehta.
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They also cite Connected Britain (ImpactMatch) among the industry stages where they represented their inclusion work. Ask about the terms of the relationship.
Ian Tomney-Bell writes first-person roundups about the day-to-day work of diversity, equity and inclusion inside an employer: building inclusive hiring through small steps and listening, using affinity groups to give employees a voice, and embedding inclusion in policy and talent acquisition.
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Readers looking for employer-level DEI practice, inclusive hiring methods or multi-company allyship work will find them in the posts. For adjacent subjects, Philip Marsh covers inclusion through engineering mentoring and skills pipelines, Patrícia Souza works on gender equality in European digital skills and STEM pathways, and Lynn Warneke writes structured explainers on governance and board oversight.
DEI strategyInclusive hiringTalent acquisitionAllyshipEmployee affinity groupsEmployer brand and recognitionWorkplace inclusionFirst-person weekly roundupHR and talent leaders
Philip Marsh Pr Eng FSAICE FICE FIET MIStructE
Both treat inclusion in a profession as a practical pipeline problem, arguing for structured, sustained help rather than a statement of intent.
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Philip Marsh describes building mentoring programmes across Africa that have moved close to 3,000 graduates into registered professional roles.
As a judge of a Young Women in Construction category, he singles out one nominee's story as the thing that stayed with him.
Tomney-Bell moves from principle to programme, linking inclusive-hiring advice to a named panel session and affinity groups inside an employer.
Both frame progress as a sequence — easy steps first, then keep improving — rather than a single intervention.
Philip Marsh works on the supply side of engineering, construction and advanced manufacturing, mainly through external mentoring programmes spanning the UK and 16 African countries.
His focus is the sector-wide skills and gender gap.
Ian Tomney-Bell works inside a telecoms employer on DEI strategy, inclusive hiring and employee networks.
Choose Philip Marsh for early-career pipelines and mentoring in engineering, and Tomney-Bell for employer policy, recruitment practice and internal inclusion programmes.
Both write about gender equality as something that has to be actively defended in public forums, not just stated as a value.
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Patrícia Souza describes an audience member framing diversity and meritocracy as opposites, then explains why she keeps showing up.
Tomney-Bell argues that allyship is collective action and asks readers what they are doing, urging them to act without prescribing one route.
Both teach through specific scenes — a panel, an awards evening, a public event — rather than abstract definitions.
Patrícia Souza works at European policy level on digital skills, vocational education and STEM pathways, contributing to working groups and a Women in Digital Index.
Her work draws on multi-country initiatives.
Tomney-Bell's posts describe one employer's DEI and talent-acquisition programme in the UK, focusing on hiring, policy and affinity groups.
Choose Patrícia Souza for digital-skills, STEM and policy-facing work; choose Tomney-Bell for workplace DEI and recruitment practice.
Their similarity lies in the teaching approach, not the subject.
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Lynn Warneke turns a report or framework into a numbered list of actions for a decision-making body, citing the outside source and adding points of her own.
Tomney-Bell turns a working session or industry initiative into a sequence readers can follow, attaching advice to named people and events.
Both write for people who make organisational decisions and keep recommendations concrete rather than rhetorical.
Lynn Warneke writes about AI and digital governance, procurement risk and board oversight for directors, in an Australian regulatory context.
Tomney-Bell writes about DEI, inclusive hiring and employee networks for HR, talent and people leaders.
Their overlap is the format — structured, source-anchored guidance for organisations — not the topic.
For a DEI thought-leadership campaign, Ian Tomney-Bell’s posts say more about subject relevance than audience size.
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The only measured audience figure is a LinkedIn following of 1,711 people, recorded on 9 October 2026.
The posts address the working communities they are part of: DEI and talent-acquisition peers, employee-network and allyship groups, and people-function professionals in telecoms and consumer brands.
Three posts, from March 2025, September 2025 and July 2026, cover inclusive hiring, affinity groups, gender parity and a joint industry session naming colleagues from giffgaff, Virgin Media O2, Tesco Mobile, Vodafone and LG.
A consultancy selling inclusive-hiring and DEI strategy would be entering a network that already speaks that vocabulary, making the fit plausible.
The posts do not establish the seniority, job function, sector, geography or age mix of the people who see them, so buyers cannot tell whether the reach includes DEI budget holders or a wider professional network.
The named collaborators point to a UK telecoms-leaning audience, but this is an inference, not a measured audience profile.
Before committing, ask for recent results on comparable posts and any audience survey covering job function, seniority and geography.
Specifically: “Do you have audience survey data or platform demographics for your LinkedIn following, and can you share impressions and engagement on posts about inclusive hiring and DEI strategy from the last six months?”
Ian Tomney-Bell's three LinkedIn posts describe collaboration in two settings, but neither publish a sponsorship offer nor say sponsorship is off the table.
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At giffgaff, the mobile brand where they describe leading diversity, equity and inclusion and talent-acquisition work, they cover affinity groups, inclusive hiring practice and representing the brand at London Pride.
On peer platforms, they joined an ImpactMatch panel on hiring for inclusion alongside other practitioners and a cross-operator discussion on International Stand Up to Bullying with people from giffgaff, Virgin Media O2, Tesco Mobile, Vodafone and LG.
Both are employer-led or industry-peer arrangements.
For a consultancy planning a thought-leadership collaboration on inclusive hiring and DEI strategy, any engagement would need to be negotiated directly with Tomney-Bell.
Ask about terms, fees, audience data, content commitments, deliverables and turnaround expectations; their posts provide none of these.
Their most recent post says they remain committed to giffgaff while starting to explore other DEI, talent and people leadership roles, so confirm which organisation the work would sit with before committing budget.
A diversity-focused consultancy seeking a thought-leadership collaboration on inclusive hiring and DEI strategy has a clear fit in Ian Tomney-Bell as its named practitioner voice.
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Their posts offer a concrete starting point: a staged approach to inclusive hiring, taking the easy steps first, then listening to the communities involved and acting on what they hear.
They have used that approach in real settings, including an ImpactMatch panel on hiring for inclusion with Tom Simpson and Disha Mehta, and a cross-company session on sexism and microaggressions for International Stand Up to Bullying, with participants from Virgin Media O2, Tesco Mobile, Vodafone and LG.
These multi-employer formats suit a consultancy’s category piece, and they show a habit of crediting collaborators by name.
The work extends beyond hiring.
They describe embedding inclusion in policy, using affinity groups to channel employee voice, and taking on talent acquisition so inclusion runs through business processes rather than sitting in a side programme.
Public recognition includes Head of Diversity 2025 at the Rainbow Honours, Diversity Team of the Year 2026 at the Great British Workplace Wellbeing Awards, a place in a Top 100 Pride Power List, and appearances on industry stages including Connected Britain, the Employee Engagement Summit and the Great British Workplace Wellbeing Awards Summit.
The main considerations are audience scale and affiliation.
The only audience figure shared is 1,711 LinkedIn followers; job function, seniority, geography and engagement data are not provided.
A consultancy should plan for a credible industry voice, not guaranteed large reach.
Partnership terms, fees and content commitments are also unstated.
Their most recent post says they are still at giffgaff while exploring other DEI, talent and people leadership roles.
Before contracting, confirm which organisation the collaboration would sit with and how giffgaff-linked achievements may be referenced.
When to choose a specialist
A consumer-facing telecoms or lifestyle brand seeking a paid post to promote a product to a broad consumer audience—with reach targets, a defined deliverable schedule and performance reporting—should not proceed on the evidence in these posts.
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There is no published commercial offer to select from.
The posts show collaboration within giffgaff and on industry-peer platforms, but give no terms, fees, rates, deliverables or turnaround expectations.
Without a documented format, a buyer cannot price or schedule the campaign.
The audience case is also unproven.
The only figure is 1,711 LinkedIn followers, recorded 9 October 2026; no demographic breakdown or engagement data is provided.
A consumer brand setting reach targets would be committing without knowing whether the audience is relevant to its product.
That following on a professional channel points more naturally to a targeted industry conversation than a mass consumer push.
The content is employer-led and professional.
When a product appears, it is one line in a first-person weekly roundup about strategy, a panel, an awards shortlist and a weekend away: a broadband launch mentioned alongside personal news, not a consumer campaign.
The dominant format—long reflections, emoji and conversational phrasing—does not suit tight performance copy, disclosure-heavy sponsored messaging or fixed publishing slots.
Before reconsidering, request a published commercial format or rate card, platform demographics and recent engagement figures for comparable posts, and confirmation of which organisation a paid placement would sit with.
Otherwise, decline or reframe the campaign as a smaller industry-facing collaboration, measured by quality of reach rather than volume.
A worked campaign example
A three-part “inclusive hiring, one step at a time” series offers a practical angle for the consultancy’s inclusive hiring and DEI thought-leadership collaboration. It builds on the staged method Tomney-Bell already teaches, rather than relying on a single opinion piece or general DEI keynote.
Angle and thesis: Much advice on hiring for inclusion starts too late and too big. This series would make the case for small first moves, followed by listening to the communities involved and turning what is heard into policy. Inclusion should be built into talent acquisition, not bolted on. The thesis draws directly on Tomney-Bell’s posts and gives the consultancy a clear editorial line.
Format and sequence: Part one is a co-written or co-hosted piece setting out the staged method, anchored in the ImpactMatch panel experience and the point that inclusive policies improve both the staff a company hires and the customers it reaches. Part two is a recorded or written roundtable, using the cross-company session model to bring practitioners from more than one employer together to discuss inclusive management and allyship. Agree co-credit in advance for every named participant. Part three is a short working checklist for hiring teams: the easy steps, the listening step and how to translate both into a policy change. Each part ends with a direct question to readers and one action, following the closing style used in the International Women's Week post.
What each side supplies: Tomney-Bell brings the practitioner method, internal examples (affinity groups, talent acquisition remit and inclusive hiring panel) and convening experience that has brought people from several telecoms employers into one discussion. The consultancy provides editing, the working checklist, distribution and campaign framing for its own clients.
Measures of success: With audience data limited, judge the series by industry pickup rather than impressions: named practitioner participation, checklist downloads or completion, inbound questions from HR and talent leaders, and use of the checklist in at least one client hiring process. Set a modest reach floor; the 1,711-follower figure does not support a promise of scale.
Settle before starting: Confirm whether the work is presented as Tomney-Bell personally or linked to a current employer, given their stated search for other DEI, talent and people leadership roles. Agree co-credit and logo rules for a roundtable spanning competing brands, and put commercial terms in writing.
Choose Philip Marsh when the client needs to address a talent pipeline or gender balance in engineering, construction, manufacturing or the built environment, and wants a mentoring or professional-registration programme rather than a hiring-policy piece.
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The work documents long-running structured mentoring across Africa, with roughly 3,000 graduates through the main programmes and around 1,300 women currently progressing through newer initiatives spanning 16 countries; a signed cooperation agreement with the Institution of Engineering and Technology; collaborations with The 5% Club, AMRC and WMG at the University of Warwick, aimed at SMEs that lack HR resources or in-house mentors; and judging the Young Women in Construction category at the Women in Construction & Engineering Awards. Consultancies building a sector-specific pipeline programme, recruiting SME or supply-chain partners, or explaining how women can progress to registered professional status will find hands-on operational detail rarely found in general DEI content.
Marsh's posts focus on one sector, with an emphasis on mentoring and professional qualification rather than employer-wide DEI policy or inclusive recruitment.
A consultancy whose core offer is hiring-process design, affinity-group strategy or DEI measurement would need to translate the posts into its own frame.
They do not describe an in-house DEI leadership remit, talent acquisition ownership, a DEI awards record or cross-company work on sexism, microaggressions or inclusive management.
Choose Marsh for an engineering or construction pipeline and mentoring engagement; keep Tomney-Bell for inclusive hiring and DEI strategy across an employer.
Choose Patrícia Souza for work on European digital-skills policy, women in STEM and cybersecurity, or the education-to-career pipeline, especially when the collaboration needs someone with standing in multi-country working groups.
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The posts describe pillar lead roles in two Connecting Women in Digital thematic working groups: one on vocational education and training as a bridge from skills to a sustainable digital career, following the journey through recruitment, onboarding, retention and progression; the other on whether girls see themselves belonging in STEM and digital careers.
They also cover participation in the Digital Talent EU Days 2026 programme in Dublin, contribution to the Women in Digital Index 2026 for Luxembourg, and work with Women4Cyber Luxembourg.
Consultancies selling pipeline interventions to public bodies, education and training providers, or technology employers will find a more directly relevant voice than in a single-employer DEI practitioner.
The emphasis is on pipeline and policy, particularly Europe's digital and cybersecurity workforce.
The writing often takes the form of first-person advocacy, including a direct public answer to an audience challenge that framed diversity and meritocracy as opposites, rather than an employer-side hiring method a client can install.
For a hiring-process engagement, ask Souza for examples of work inside an employer and evidence of any hiring or talent acquisition remit.
Choose Souza for policy-adjacent pipeline work in digital and STEM across Europe; keep Tomney-Bell for one employer's inclusive hiring and DEI practice.
Choose Lynn Warneke only if the consultancy shifts its focus to board and executive governance of AI, digital governance or technology procurement.
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The posts set out a structured way for boards to oversee AI: building a strong data foundation, supporting integration within guardrails, weaving responsible AI into company culture, and improving board oversight.
They then identify four further priorities: cybersecurity scope, AI procurement and supplier contract management, short-to-long-term workforce planning, and AI in sustainability strategy.
A later post argues that vendor lock-in could become the third-party risk of the digital era as AI becomes embedded in CRM and ERP platforms.
It points to a risk management framework for procuring AI systems aligned with the NIST AI RMF and the EU AI Act, plus a legal toolkit of AI contractual clauses.
Consultancies advising directors, risk committees or procurement functions will find usable governance frameworks and a director-level audience.
Warneke is a different buyer task, not a substitute speaker: the posts address boards, risk committees and digital directors, not HR and talent leaders.
The collaboration would focus on AI governance, not inclusive hiring, DEI strategy, employee voice or talent pipelines.
Choosing Warneke means shifting the brief to governance, while Tomney-Bell's posts address employer-side DEI and inclusive hiring.
