Leadership Stories Unveiled: Sarah Cleobury
We sat down with Sarah Cleobury, Group Head of People at Stonebridge, for the latest instalment of our Leadership Stories Unveiled series.
What first sparked your interest in HR, and when did it click for you that this was the right career path?
My interest in HR started during my Business Studies A‑level when I came across organisational psychology. I was genuinely intrigued by what motivates people, how behaviour shows up in teams and how culture affects performance.
It clicked later when I realised how much I enjoy helping people make sense of situations and move things forward. I naturally step into that space of bringing clarity, understanding what’s driving behaviour and offering grounded, practical advice. I get a lot of satisfaction from being the person leaders come to for expertise – someone who can simplify complexity, give direction and help them make confident decisions.
Is there a standout moment in your career that really shaped the way you lead today?
A standout moment was becoming the first People representative on the SLT and later the Board when I joined Stonebridge. It was a real shift in perspective – I moved from supporting decisions to actively shaping them.
It taught me how valuable it is to bring clarity, calm thinking and honest insight into senior discussions, especially when navigating change or ambiguity. I had to translate people data into practical decisions, challenge constructively and keep the bigger picture in view.
That experience cemented my leadership style today: grounded, transparent and focused on helping leaders make confident, people‑centred decisions.
How did you find the shift from working in blue collar environments to moving into regulated professional services?
The move felt like a natural evolution for me. My experience in more operational environments gave me a strong grounding – they taught me practicality, visibility and the importance of building relationships across the whole workforce.
Shifting into regulated professional services then aligned with how I like to work: a culture of curiosity, more structured communication and a strong focus on problem‑solving. I enjoy environments where people challenge each other, share ideas and operate with autonomy.
It wasn’t a case of preferring one over the other – both shaped me – but the way of working in professional services felt like a place where I could contribute at a more strategic level and play to my strengths.
Can you share a time when your HR approach directly improved business performance or made a clear difference to the organisation?
Something that made a real difference was introducing an onsite therapist to support colleagues with their mental health. Although we already had Occupational Health and an EAP in place, it became clear they weren’t giving people the kind of immediate, accessible support they needed. We were seeing rising absence and had experienced a couple of incredibly difficult situations that really brought this to light.
Using absence data, engagement feedback and insights from my Mental Health First Aid experience, I set up a complimentary in-house therapist for all colleagues. The impact was significant – absence reduced, wellbeing scores improved and the feedback from staff was genuinely positive.
Beyond the metrics, it helped create a culture where people felt seen, supported and safe to reach out when things were tough.
What would you say has been your proudest achievement in your career so far?
Leading the people workstream during the DCC/Flogas acquisition of Countrywide LPG stands out. I stepped in as the sole HR lead during a fast‑moving, commercially sensitive period where people needed stability and clarity.
I managed due diligence, CMO approval, TUPE and integration, while helping leaders navigate pressure and aligning two very different cultures. My focus was on keeping people informed, supported and engaged – and making sure nothing fell through the gaps.
What I’m most proud of is the trust I built quickly, the calm I brought to a complex situation and leaving the business in a stronger position than when I arrived.
If you could change just one thing about how organisations attract or keep talent, what would it be?
I’d encourage organisations to be more open and human about what it actually feels like to work there. People don’t connect with polished EVP statements – they want honesty, personality and a real sense of the culture.
When companies share what they’re trying to build, what they value and what people can genuinely expect, they attract talent that fits naturally. And they keep people because the day‑to‑day experience matches the message.
Authenticity goes a long way in attracting the right kind of community.
What role do you think technology, AI, and data will play in shaping HR strategy and influence moving forward?
AI is already making a noticeable difference. My team and I use it regularly for administration, drafting reports, comms and benchmarking – tasks that used to take hours are now done in minutes. It gives us more time to focus on relationships, coaching and partnering with leaders.
As systems improve, I see huge potential for using data and AI to spot trends earlier and make better decisions – particularly in regulated sectors where accuracy matters.
But technology can only take us so far. The real impact comes from pairing good data with human judgment, empathy and understanding of the organisation.
What keeps you inspired and motivated to drive change, even when things are complex or high pressure?
I tend to thrive in complex or high‑pressure environments. They help me focus, prioritise and stay centred on what really needs to happen.
I often become the calm voice in the room – the person who brings perspective, steadiness and practical solutions. I enjoy helping leaders cut through the noise and move forward with confidence.
What keeps me motivated is the sense of purpose that comes from making things better for both colleagues and the business, especially when the stakes are high.
Outside of work, are there personal experiences or passions that influence the way you lead and make decisions as an HR leader?
Travel has been a huge influence on how I lead. Spending extended time in places like Southeast Asia and India opened my eyes to different cultures, different expectations and different ways of solving problems.
It made me more curious, more adaptable and more comfortable when things don’t go to plan. It also taught me the value of understanding someone’s background and perspective before jumping to conclusions.
Those experiences show up in my leadership style – calm, inclusive and centred around listening before acting.
With over 20 years of experience in HR, Sarah is a commercially focused Head of People with a strong track record of delivering people strategy and transformation across multi-site, multi-brand organisations. She has partnered closely with senior leadership teams and boards within complex, regulated environments, driving organisational performance through effective people solutions.
Sarah has led the people agenda for workforces of up to 600+ employees, with expertise spanning organisational design, TUPE, mergers and acquisitions, demergers, restructuring, and cultural integration. She is recognised for her ability to navigate complex change programmes, aligning people strategy with business objectives to deliver measurable improvements in engagement, retention, and operational efficiency.
A credible and pragmatic leader, Sarah builds strong relationships at all levels and is valued for her balanced, solutions-focused approach to employee relations and organisational challenges. She is also a passionate advocate for mental health and wellbeing, championing inclusive environments where individuals and teams can perform at their best.
