Impaxs

We help 7-8 figure B2B companies win clients and build industry leading brands with in-house social media and video content. No need to outsource your content ever again!

Founder & CEO

Founder Talk Podcast

Real conversations with Founders who have been in the trenches.

Podcast Host

Aerotek

Responsible for client acquisition across multiple divisions including manufacturing, engineering, and clinical research.

Account Manager

Video Marketing & Social Media Strategy, Training, & Coaching for 7-8 Figure B2B Companies | Stop Outsourcing Your Content And Start Building Your Own Team | Founder Of Impaxs Marketing

Outsourcing all of your content to "Marketing agency" simply does not work anymore. 

And if you're like a lot of the 7-8 figure B2B companies we've helped over the years, you've felt this while working with traditional "Marketing agencies".

- Content that doesn't perform in the social media feeds 
-"Marketing" posts that just don't feel like YOU (Not your authentic voice and brand)
- They say they "Can do modern video" but it's really out of their scope and it shows in how they deliver
- The agency is slow to get back because they are managing 20-30 other clients just like you 

And yet they charge 5-10k+/month for sub par results....

My friends...there is a much better way.

A way to increase revenue and make your brand stand out by building an internal content team that delivers more effective content, faster, and in your voice-no agency required.

That is exactly what we help you do with our proven "Own The Brand Content System"

✅ Develop a compelling brand story and POV to consistently attract high-value clients.

✅  Create a scalable content strategy and AI-powered workflow built to drive growth across every channel — not just social media.

✅  Help you assemble an internal content team built to execute — with direct placement for video editors and hands-on hiring support for your in-house roles like Content Directors and SMMs.

✅  Coach and develop your team to ensure you produce consistent, high-quality content that converts into qualified leads and new clients.

✅  Act as your strategic CMO — aligning content, marketing, and team efforts to drive measurable business outcomes.

✅  Drive real ROI from your content by consistently attracting high-intent leads, increasing pipeline velocity, and closing more deals.

It feels good to have your OWN (In house) content team that drives inbound leads, builds brand, and helps you grow your business.   Once you do it...you'll never go back to outsourcing again.

If you're ready to take control of your content, empower your own team, and shed those costly marketing agency costs, let's have a chat! 

To book a call with me or learn more about our services and pricing, check us out here at https://impaxs.com 

Or just send me a DM now and talk to me directly!  

Thank you,

Alex B Sheridan

Rightpoint

Digital Consultancy, Technology Sector.
Chief of Staff to CEO working with Executive Leadership Team and Senior Leaders to drive the growth and change agenda. This involved reviewing governance structures, driving CEO agenda and priorities, working with COO and CFO to deliver desired outcomes across a growing and dynamic organisation.

Chief Of Staff

HSBC

In the COO Strategy & Planning role, my key responsibilities included the following:
- Defined the COO strategy and priorities, including rightsizing and offshoring, finance transformation, vendor transformation, culture and ways of working, and team development for a team of 1,200.
- Member of the COO Leadership team providing input into the Executive Committee.
- Reviewed Governance papers.
- Led change in operating model, managed the Operations Committee, working with 7 Regional COOs.
- Managed financials for the COO function and provide challenge.
- Managed key people processes including resourcing, performance management, succession planning, engagement, communications and providing real time solutions to issues .
- Supported HR Chief of Staff with HR Operating Model and annual strategic priorities.
- Managed COO strategic plan deliverables chaired committee on headcount and space, produced governance submissions.
- Trusted advisor to COO leadership team and employees, providing career advice, mentoring and guidance across a wide range of issues.
- Dealt with people issues as they arose.
- Liaised and partnered with other functions across the Group (eg Corporate Real Estate, Communications, Finance, Business areas), and within HR (Transformation, Learning, Reward, Employee Relations, Data & Reporting).

In working on COO and simultaneously Chief of Staff Projects, I:
- Led succession planning of the HR COO and Operations team
- Managed costs and Group requests on budgets and headcount
- Provided solutions to aid team dynamics of virtual team
- Promoted and delivered communication and engagement of local team and COO team globally
- Supported Chief of Staff with restructure, priorities and Group wide deliverables

COO Strategy & Planning & Chief of Staff Projects, Group HR

Helped set up the HR Transformation team required to deliver the worlds largest deployment of SAP SuccessFactors as a 'big bang' implementation and the largest achieved in Financial Services. 
This was a complex, dynamic programme and involved a myriad of activities and a large team with very different skills, backgrounds and styles of working.
- The Transformation was a 3 year programme that simplified people processes across the entire HR service catalogue covering 15 processes to support 35,000 line managers in HSBC and the 230,000 employees and 55,000 contract/consultant staff, reducing the time taken to perform people management activities.
- My role was to work with the Head of HR Transformation as her right hand person on all matters, and as a member of the programmes Management team.
- I joined the programme as it was being set up, and led on resourcing the programme team of approx 400 staff covering 66 countries in which the HSBC Group operates, setting up governance and key roles, embedding strong control on costs
- Built strong relationships with the programme team, worked collaboratively with the consultancy partners, and IT provider.
- I was pivotal in building trust and engagement with the programme team, acting as a sounding board to resolve issues, and was able to translate technical jargon into simple language 
- Dealt with all people related issues, team dynamics and team building events, refreshing the format of how the team worked over the 3 years
- Restructured the 'business as usual' transformation function, reviewing the model and skill sets required. 
- Reduced the headcount by 20% as a result of the programme cutting costs to pay for the improvement in services and streamlining approval processes.
- Solved problems as they arose, ensured programme was on track and people were supported as needed, escalated issues where further support was required.

Head Of Business Management & Chief of Staff, HR Transformation

Worked with the GBM business and HR Heads to define a People Strategy to address business issues such as lack of gender diversity, mobility, the role of senior leadership, sponsorship and mentoring. Specifically:
- Defining and driving the People Strategy for the investment bank of 26,000 people managing the People Committee attended by Business Heads globally, the Head HR GBM, and Learning Head.
-Leading the development of mentoring and sponsorship programmes covering teams in Asia, Europe, MENAT, US and LAM.
- Designing career development events and short term mobility programmes to enable talent to move across teams globally and develop wider skills.
- Managing senior leader development programmes and future succession of business leaders.
- Driving delivery of Group requests on investment banks operating model, performance of senior leaders.
- Leading a review of HR Transformation project with a view to considering HR activity and any streamlining and design of future model.
- Driving cost reviews and global people surveys
- Managing resource programmes across businesses, including succession planning.
- Coaching and mentoring individuals in the business and in HR.

People Strategy & Projects, Global Banking & Markets HR

- Managed people initiatives for the GBM business.
- As COO, managed financials, headcount (26,000) and risk priorities.
- Worked with the business on their future organisation structure.
- Developed employee communications, provided guidance to leadership teams on resource mix
- Led review of Organisational Effectiveness programme for GBM, which included review of leadership roles, model, spans of reporting, double hatting of roles, global coverage etc.
- Developed an Ethics programme to support desired conduct outcomes for the business. 
- Review committee and governance papers for the Head HR.

Global Project Manager & COO,  Global Banking & Markets HR

KPMG

Following initially joining KPMG as an audit manager, I moved into a newly created role as Career Development and Resourcing Manager, and then into a Chief of Staff and Business Management role for the last 6 years or so. 

This Chief of Staff and Business Management role involved:
- Business Management: Managing an audit practice of 800 headcount with a budget of £100m.
- People Strategy: Developing people programmes to address retention issues, and to enable good people management
- People Management: Leading and managing the back office team and related functions, including Finance, Learning, Governance, and working with HR on resourcing and people related issues
- Resource Management: Developing a resource strategy and implementing programmes to hire qualified accountants from Singapore, Malaysia and South Africa. Directly involved in hiring in those sites
- Talent Management: Driving Talent Development programmes, graduate recruitment and people plans 
- Governance: Review of Committee papers
- Process Improvement: Review and amendment to internal processes 
- Corporate Social Responsibility: Mentoring a head teacher, reading with school children in East London, created an employee networking society.

As Career Development and Resourcing Manager:
- Managing resource deployment to audit teams
- Providing career coaching to individuals
- Creating mobility of staff across sectors
- Creating a mentoring programme to allow greater connection between audit managers and audit staff 
- Provided solutions to issues with recruitment process
- Improved internal processes which were not fit for purpose, or had not been reviewed for many years

Audit Manager, Financial Services
- In this role I managed a variety of audits in the financial sector, including insurance and pension clients
- This involved managing audit teams and creating good relationships with clients
- Provided coaching and support to new joiners

Chief of Staff to FS Practice Head, People & Business Management

I get priorities delivered, working with senior leaders and CEOs in a Chief of Staff capacity. My high emotional intelligence and low ego means I build trusted relationships fast. 

My experience comes from the Technology, Banking & Professional Services sector and covers People Strategy, Change & Transformation, Business Management, COO Strategy & Planning and blends of these roles. 

I have a varied and hybrid skill set having worked with CEOs, COOs, Heads of Transformation, Heads of Strategy, Chief People Officers, CFOs, and Business Heads amongst others. Many of my roles have been newly created and blended as I bring something different to the table. 

I'm trusted, commercial, professional, solution focussed, pragmatic, fair and balanced. This allows me to work comfortably with a wide range of diverse stakeholders. 

I read people and situations well, often noticing the unsaid. This enables me to work well in 'glue' roles as I can empathise with different perspectives and am able to bring people/teams together to facilitate teamwork by acting in the overall interest.

I'm good at translating technical matters into simple language to aid communication from different parties.

Stakeholder feedback is as follows:
- I have excellent listening skills, am intuitive, read the room, and see beyond what is said. I am able to maintain independence;
- I am great at bridging communication gaps, demonstrate commercial thought leadership, have well rounded and holistic knowledge, challenge effectively and have strong decision making skills;
- I am seen as collaborative, a team player, reliable, a great sounding board, proactive, supportive and solution focussed;
- I am personable, trusted and approachable

I’m an experienced leader who influences and builds trusted relationships.

I'm passionate about people strategy and developing a culture that brings out the best in people, retaining a commercial lens. 

I have significant experience of coaching, mentoring and leading teams and am passionate about helping people develop and reach their full potential, supporting their growth and confidence in achieving their career plans.

I have 11 years of experience in the Financial Services Banking industry (HSBC Bank PLC), and 15 years in Professional Services (of which 10 years were at KPMG PLC):

The areas i have worked in include:
- People Strategy and Projects
- People Management, including resourcing, talent programmes, retention strategy
- Chief of Staff roles 
- Strategy & Planning
- Business Management
- Transformation
- Function Management

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Alex B Sheridan

Baljit Kaur

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