SARAH UNDERHILL

SARAH UNDERHILL

SARAH UNDERHILL

People Director, Technology & Data (Group Chief Operating Office) – LLOYDS BANKING GROUP

About

As the People Director for the Group Chief Operating Office, Sarah Underhill drives the development and implementation of People strategies that enable the Group’s Technology & Data teams to achieve their objectives, all while fostering a customer-centric culture. Notably, Sarah is spearheading our international tech skills strategy, ensuring that our workforce is equipped to meet rapidly evolving customer demands. Sarah’s career at Lloyds began in 1999 as a graduate, and she has since gained extensive experience across various parts of the Group, including roles in the branch network, product management, change management, and relationship management. Sarah plays an active role in driving greater diversity in technology roles, both within Lloyds Banking Group and outside and is passionate about nurturing a diverse talent pipeline for the future ensuring tech careers are accessible to all. Her insights and strategic vision are instrumental in shaping the future of tech talent recognized with a Rising Star award by Computer Weekly which spotlights the most influential women in the UK Tech.

Sessions​

May 21, 2025 02:35 PM

PANEL DISCUSSION: The AI Advantage: Transforming Coaching, Talent Development, and Leadership

As AI reshapes leadership development and talent strategies, organizations must balance innovation with human-centered approaches. This panel will explore how AI enhances coaching, scales learning, and transforms talent management while ensuring authenticity and meaningful connections.

  • How can AI enhance leadership coaching and talent development while maintaining a human touch?
  • What AI-driven innovations are making learning and upskilling more scalable and effective?
  • How should organizations rethink traditional development approaches in the AI era?
  • What ethical and strategic boundaries should be set around AI in coaching and talent management?
  • How can leaders and HR teams adapt their skills to maximize AI’s potential in talent strategy?

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