Mike Taylor, Head of People and Culture on his mission at ABL
When Mike Taylor walked through the doors of ABL in July, he stepped into a role the organisation had never had before: Head of People and Culture. For ABL, this was more than just a new title on the organisational chart. It marked a shift towards something deeper than traditional HR – the recognition of a culture built on authenticity, inclusivity and belonging. For Mike, it represented the opportunity to bring together everything he’d learnt over the last 22 years.
“For me, it’s about creating an environment where people feel valued, recognised and safe to be their authentic selves. That’s when you get high performance.”
A career shaped by people
Mike’s professional journey has two distinct chapters. The first decade of his career was steeped in the technicalities of HR and employment law, where the focus was on process, compliance and employee relations. But it was the second chapter that lit a fire in him.
“I transitioned into people development, organisational design and culture,” he reflects. “That’s when I realised my passion lay in helping individuals become the best version of themselves and in shaping environments that make that possible. It’s about moving beyond process to purpose.”
The lightbulb moment
Mike can pinpoint the exact moment when inclusivity became more than a concept. Years ago, while working on a public-private partnership in Lancashire, he met community leader Moulana Munir.
“Moulana Munir spoke about celebrating similarities and valuing differences,” Mike recalls. “He used this analogy of a hand: each finger on its own is limited, but together they’re strong. That really resonated with me. From then on, inclusivity became something I championed everywhere I worked. It just made sense.”
Defining culture – and making it real
Ask Mike what makes a successful organisational culture, and his answer is disarmingly simple: authenticity and clarity.
“Too often companies overcomplicate things with jargon,” he says. “Culture has to be clear, concise and real. People should be able to see, feel and describe how their role connects to the bigger vision. If they can’t, that’s a problem.”
For him, inclusivity is equally straightforward. “It’s when people feel safe to come to work and be their true selves. That’s the test. If you’ve achieved that, you’ve got an inclusive culture.”
Why ABL, why now?
So why did Mike choose ABL? The timing, he says, couldn’t have been better.
“ABL has grown rapidly in the last 18 months and has big ambitions. What stood out for me was their commitment to investing in people and culture. Too often it’s seen as a cost, but here it’s recognised as central to success. That’s rare.”
He also credits ABL’s leadership.
“Speaking with Denise Leslie, our CEO, was inspiring. Her passion for people is infectious. She paints such a compelling picture of the difference we can make — both for our clients and for our employees. It was a no-brainer for me.”
Success as a journey
Looking ahead, Mike is realistic about what the next year will hold. “Culture isn’t built overnight — it’s a journey. The first 12 months are about laying the foundations. That means putting in place the right systems and processes so we can free up time to focus on what matters: people.”
An investment in HR technology, he explains, will streamline tasks and create space for deeper engagement.
“It may sound unglamorous, but it’s crucial. If we get that right, it allows us to focus on developing talent, supporting managers, and enhancing our employee experience.”
And above all, it’s about belonging.
“That word is key for me. We want people to say: I belong here. I know the work I do is meaningful. I can see how it contributes to our purpose of helping people live healthier, happier for longer. That’s the culture we’re building.”
That ABL feeling
When asked how he would define ABL’s employee value proposition, Mike doesn’t list benefits or career ladders. Instead, he speaks about feeling.
“It’s about how it feels to work here,” he explains. “Do people feel proud of what they do? Do they feel connected to their colleagues? Do they feel they’re making a difference? That’s our proposition. If people can say yes to those questions, then we’ve succeeded.”
For Mike, creating that feeling won’t be all plain sailing – and he doesn’t expect it to be. “We’ll make mistakes along the way. Culture change is never perfect, and it never ends. It evolves constantly. But already, I’ve seen that people here get that. They’re on board with the journey.”
And that journey, under Mike’s leadership, is one that promises to reshape ABL from the inside out – into a workplace where authenticity, inclusivity and belonging aren’t just aspirations, but everyday realities.
