Brendan Gregory

  • August 5, 2021
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Australia, Lemington
How did you hear about us?
How did the APC and her "Change" mantra made so much impact? How did it travel so vast and fast? And how was it able to usher in real change in an unprecedented manner even, where an incumbent ruling administration was substituted with "The Opposition". How did the APC win the 2015 elections? I accidentally bumped into an explanation I find suiting for this phenomena while reading Malcom Gladwell’s Tipping Point. Gladwell believes "Ideas and products and messages and behaviors spread just like viruses do", he thinks of their spread as conforming with the principles of epidemics. One of the major attributes of epidemics is the fact that they can "rise and fall in one dramatic moment". As we’ve seen with epidemics like that of Measles, Chicken Pox, Meningitis etc; there’s always a moment where a sudden hike in cases in experienced(or a sudden fall). This particular moment, "when everything can change all at once" is what Gladwell refers to as the Tipping Point. 2015 was indeed a tipping point for the opposition parties in Nigeria. For 16 years, the then ruling PDP never gave any opposition the chance to smell the presidency. It was as though PDP would continue to rule for as far as Nigeria continues to be a Democracy. Infact, in different occasions, PDP adherents like Prince Vincent Ogbulafor, Gen Ibrahim Babangida, Patience Jonathan had attested to the fact that PDP was designed and conceptualised to rule Nigeria for 60 years. But the Tipping Point for PDP was 2015. And the agent that forced PDP to the Tipping Point was APC with its "Change" Mantra. But how did the APC achieve tipping down a 16 years old phenomenon? The answers lie in the idea that epidemics that lead to tipping points are driven by some certain factors or agents. Gladwell believes these factors are; "The Law of the Few", "Stickiness Factor" and the "Power of Context." And the APC employed communication strategies that appreciated the Tipping Point driving factors as stated above. The Law of the Few conforms with the Pareto Principle which suggests that most times, roughly 80% of consequences or outcomes or results come from 20% of causes or efforts or even actions of people. This law as conceptualized by Gladwell suggests that "The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts". These people, he said, are categorized into three groups namely; The Connectors, the Mavens and the Salesmen. Our social cycles are broad and filled with many people but on appraising all the people we know, we would realize that we came to know most of them through a few out of all the people we know. To validate this, a psychologist, Stanley Milgram conducted an experiment and it birthed the concept of "Six Degrees of Separation" and it simply infers that "a very small number of people are linked to everyone else in a few steps, and the rest of us are linked to the world through those special few". And these "Special Few" are the CONNECTORS. These connectors are seen as the most fastest spreaders of messages or ideas or products or behaviors in mostly what is termed as the "Word of Mouth" epidemic. And because they connect us all, the epidemics spread fast and vast in a short period of time. The MAVENS on the other hand are those people among us who are exceptionally good at gathering information and spreading it effortlessly with the sole purpose of serving as relief for people who are not handy with information but need it to make their lives easy. They are usually people’s natural choices whenever they need to seek advices. In Gladwell’s words, "Mavens are data banks in a social epidemic. They provide the message(information) while Connectors are social glue: they spread it". The third and last(but definitely not the least) of these "Special Few" are the SALESMEN. They are the natural persuaders. Consider them as those people who have the natural skills of convincing us to accept the messages or information or ideas the Mavens have provided and the Connectors have spread. Their roles in social epidemics are just as important as that of the first two. One of the most amazing attributes of this group is that they could persuade you not only through verbal means but also through subtle non-verbal ways. How would you react when you understand that it has been empirically proven that towards a particular election, viewers of a particular channel majorly voted for a certain contestant because the newscaster for that channel usually tend to smile a little bit whenever he reads a news item that had to do with that contestant? That explains the importance of subtle non-verbal communications and the idea of "cultural microrhythms" in the art of persuasion. Salesmen tend to persuade us in ways we never appreciate, from "interactional synchrony" through systematic and effortless "motor mimicry" to "emotional contagiousness"; they are just exceptionally good at leveraging on these subtleties to persuade people. Now, this perfectly applies to the Nigerian political context especially towards the 2015 elections. One attribute of Connectors is the fact that they are rallying points. They are seen as unifiers. A person can also fit in as a connector and a maven or a salesman at the same time. The APC simply had enough Connectors, Mavens and Salesmen. Think of the most popular names you knew in the APC, The Buhari, The Tinubu, The Kwankwaso, The Ameachi, The Elrufai, The Bakare and many others. Think of those former Generals that supported the APC from the shadows. They all of fit into one category of the "Special few" or the other. The APC message resonated because the Connectors amplified it. It traveled fast and wide because we had Mavens recommending it everywhere. And it got vastly accepted because there were enough Salesmen out there persuading people both in bold and subtle non verbal terms. Yes, some "special few" are needed to spark a social epidemic and sell a message or an idea far and wide in a tremendously fast manner. But Gladwell argues that something else is needed for that message or idea to influence people to act. The APC message might have spread very fast and wide, but it needed another ingredient to spur action in people to vote out a 16 years old ruling party. And for the message to be successful, it needed to be memorable and for it to be memorable it needed to "stick". How the message really "stuck" is what the second factor that leads to tipping points explains; this factor is termed the "Stickiness Factor". However, the "Stickiness Factor" in this case was complimented and augmented by the third factor which is the "Power of Context". The "Power of Context" factor is simply hinged on the idea that "Epidemics are sensitive to the conditions and circumstances of the times and places in which they occur" and that "behavior is a function of social context" for "there are specific situations that are so powerful that they can overwhelm our inherent predispositions". The APC message was "sticky" because it was packaged in such a way that it could be transmitted in a fast and unique way using a mantra that embodies everything the APC was out to achieve. That mantra was "Change". And the "Change" mantra resonated and spurred action the way it did because the characteristics that defined pre-2015 environment conformed with the kind of conditions and circumstances that could be propelled by the "Power of Context". Think of it this way. The environment was defined by insecurity and was ravaged by several acts of violence and crime. This was the context. And what the people simply needed was a "change" from this situation. The economy was in a relatively poor state and all the people wanted was a "change" from the sorry situation of the economy. The environment was defined by stark corruption and all the people wanted was a "change" from this condemnable situation. On appraisal, the pre-2015 environment was a reflection of a situation where all the people wanted was a paradigm shift in almost all ramifications; a "Change". Hence, the effectiveness of the "Change" mantra. The combination of the "Law of the Few", the "Stickiness Factor" and the "Power of Context" propelled the APC message and idea into prominence and it gave way for the realization of a "Tipping Point" for the 16 years old PDP phenomenon. Could the PDP employ same strategy to force APC to a Tipping Point come 2023? For as Gladwell clearly puts it, "there are exceptional people out there who are capable of starting (social)epidemics. All you have to do is find them. And there is (always) a simple way to package information that, under the right circumstances, can make it irresistible. All you have to do is find it.
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We are a science-led global healthcare company with a special purpose to improve the quality of human life by helping people do more, feel better, live longer.

Every day, we help improve the health of millions of people around the world by discovering, developing and manufacturing innovative medicines, vaccines and consumer healthcare products. 

We are building a stronger purpose and performance culture underpinned by our values and expectations - so that together we can deliver extraordinary impact for patients and consumers and make GSK a brilliant place to work.

Our values are Patient focus, Transparency, Respect, Integrity.
Our expectations are Courage, Accountability, Development, Teamwork.

Key Diversity Information:

“We take pride in being a company where everyone can be themselves, and where diversity is embraced and celebrated. At GSK, we all hold ourselves accountable for ensuring that respect and inclusivity are at the very heart of our culture as a company.

  • Emma Walmsley, CEO, GSK

As a company which improves the lives of hundreds of millions of people globally with our medicines, vaccines and consumer products, we take pride in providing access to all – but we have an opportunity and obligation to do more to improve inclusion and diversity: for our people inside GSK; in the way we do business; and in the communities where we operate. 

We want our company to be a place where diversity of people and thought is valued everywhere and where we’re all able to be ourselves and feel a sense of belonging. Getting this right will strengthen our performance, by bringing us even closer to the needs of our customers and of each other. 

GSK has announced aspirational targets to make further progress on its gender and ethnic diversity representation in senior leadership…

As a result of work to increase female representation in senior roles, GSK has already exceeded its target of 37% of VP-level and above roles being filled by women. The company will now extend this to increase female representation in VP level and above roles to at least 45% by 2025.

In the US, a new target of at least 30% ethnically diverse leaders by the end of 2025 is now in place to increase representation from the current level of 23%. In the UK, the new target is at least 18% ethnically diverse leaders by the end of 2025, from a current level of 11%.

We are a global alternative investment management company where clients come first

Our core purpose is to deliver returns for our clients who entrust their assets to our care.

We do this by placing enormous trust in our people – a diverse, talented and creative team – who each take responsibility for their part in making Marshall Wace the rigorous, disciplined and innovative company it is.

Integrity is fundamental to how we operate. It underpins how we treat our clients, our people, our investments and our communities.

We hold ourselves to high standards and aim to lead by example. We are signatory to several industry standards, including the UN supported Principles of Responsible Investing.

Diversity information

We are committed to social responsibility

Individually and collectively, we look for opportunities to contribute to society through charitable and support initiatives. We wish to set ourselves ambitious, measurable and data driven corporate responsibility targets. We match staff donations up to £12,000 per annum and our founders also found the Ark School initiative. 

We also give grants of up to £5,000 per employee to attend conferences or study new topics in order to advance their knowledge as well as fully paying for any professional qualifications that staff wish to take. 


Vodafone is a leading telecommunications company keeping society connected and building a digital future for everyone. 

Our purpose is to “connect for a better future” and our expertise and scale gives us a unique opportunity to drive positive change for society. Our networks keep family, friends, businesses and governments connected and – as COVID-19 has demonstrated – we play a vital role in keeping economies running & the functioning of critical sectors like education and healthcare.

We are optimistic about how technology & connectivity can enhance the future & improve people’s lives. Through our business, we aim to build a digital society that enhances socio-economic progressembraces everyone and does not come at the cost of our planet.

Diversity & Inclusion: 

At Vodafone, we embrace and welcome everyone.

We’re proud to offer equal opportunities regardless of age, cultural background, disability, gender, marital status, nationality, political belief, race, religious or sexual orientation. Our difference makes us stronger. The best innovations happen when diverse people with different perspectives collaborate. That’s why we’re building an environment where everyone can thrive. Where we track our progress through regular check-ins rather than annual surveys. And where everyone plays a part in making people feel welcome and accepted. 

From networks such as the LGBT+ Friends Network, vodAbility to the Multicultural Inclusion Network, from policies such as the globally-renowned 16-week paid parental policy to those that support victims of domestic abuse. We have a number of policies, processes & people networks that help us thrive in our work environment.


Belonging at work:


LGBT+ Inclusion at work:

Avanade is the leading provider of innovative digital and cloud services, business solutions and design-led experiences on the Microsoft ecosystem. Avanade came to life in 2000 in the middle of the boom. Many companies started with high hopes and fizzled, but we’re still here. Perhaps it’s the strong support of our parent companies, Accenture and Microsoft, or maybe it’s because we have grown and learned as a team, looking out for each other, celebrating our differences and challenging each other to see where our passion and skills around digital innovation can take us.

Avanade is made up of 50,000 individuals. People who share a passion for technology, who push beyond their comfort zone and always bring an open mind and who really care about making a genuine human impact at work. We put them together to solve some complex challenges and bring to life possibilities for our clients around the world.

Our purpose is to make a genuine human impact and doing so starts with creating a company that welcomes every individual and harnesses the unique perspectives they bring with them every day. We celebrate the diversity of our teams and Avanade is a place where everyone can be themselves and are empowered to do their best work.

Diversity information:

At Avanade, Inclusion & Diversity is part of everything we do, from the way we treat people to how we make decisions, to the solutions we take to market. We believe it’s a discipline that must be practiced with vigilance every day.

Avanade has pursued a deliberate and purpose-driven strategy around Inclusion & Diversity (I&D) since our founding in 2000. It started with our focus on a challenge that we face: the lack of women in the technology industry. To address that, we had to go to the root of the problem, which was attracting girls and young women to STEM, offering scholarships and creating programs. But Inclusion & Diversity is not limited to one group of people or one challenge. Inclusion is everyone, everything, every day. It’s the rising tide that lifts all boats. If our inclusive culture doesn’t consider all races, gender identities, ethnicities, sexual orientations, disabilities, ages, religions – all people and all phases of life – it falls short.

In 2019, Pam Maynard became not only Avanade’s first woman CEO, but the first CEO who is a woman of colour. She is passionate about building on the I&D foundation Avanade had already established with a comprehensive strategy that involves every person at Avanade. In 2020, Hallam Sargeant joined Avanade as our first Chief Inclusion & Diversity Officer to help accelerate this vision.

Inclusion: ensuring all individuals feel respected, heard, and that they can do their best work

Diversity: ensuring our workforce demographics reflect our clients and communities

Belonging: ensuring that everyone can be their authentic selves at work and that they feel welcomed and valued

To prioritise these concepts, we must invest in tangible, positive actions: create an inclusive culture, activate allyship, increase representation, accelerate development, communicate with transparency and amplify employee networks.

Arup is the creative force at the heart of many of the world’s most prominent projects in the built environment and across industry. We offer a broad range of professional services that combine to make a real difference to our clients and the communities in which we work. We are truly global. We have worked in more than 145 countries serving more than 7,000 clients. Our 16,000+ planners, designers, engineers and consultants deliver innovative projects across the world with creativity and passion. Founded in 1946 with an enduring set of values, our unique trust ownership fosters a distinctive culture and an intellectual independence that encourages collaborative working. This is reflected in everything we do, allowing us to develop meaningful ideas, help shape agendas and deliver results that frequently surpass the expectations of our clients. The people at Arup are driven to find a better way and to deliver better solutions. 

  • Diversity information:

Equality, Diversity and Inclusion (EDI) is part of our DNA and we continually review our strategies and evolve our practices to redefine what diversity and inclusion means to our people and how we embed it as ‘business as usual’ across our firm.  

We aspire to be – and work hard to be – an organisation which recruits, retains and develops a truly diverse workforce reflective of the communities we serve and the kind of place where people are proud to work.  

Total Inclusion is UKIMEA's over arching plan for 2019-2021. It sets out what we want to achieve in EDI.  We’ve been working on a number of activities with many more to  come: 

​We launched the Women in Leadership programme designed to support high-potential women in developing their leadership skills and to assist with reaching our commitment to employ 40%-60% of each gender at all levels of the firm as soon as we can reasonably do so. 

We provided workshops on challenging inappropriate behaviour to equip people with the tools and confidence to address some of the issues highlighted in the Inclusion Diary Room. Look for upcoming sessions in Moodle or speak to your Office Leader. 

​We celebrated National Inclusion week by showcasing excellence in EDI on our project work. 

We achieved Bronze status in the National Inclusion Standard. 

We celebrated Black History Month with a programme of events including. 

We developed and launched the Inclusive Design e-learning on Moodle in collaboration with the Inclusive Envionrments team.

  • About:

Cummins Inc. is a global power leader with complementary business segments that design, manufacture, distribute and service a broad portfolio of power solutions. Our culture is one that believes in POWERING YOUR POTENTIAL. We provide global opportunities to develop your career, make your community a better place and work alongside today’s most innovative thinkers to solve the world’s toughest problems. We believe in flexibility for you to explore your passions and make an impact through meaningful work within our diverse workforce

  • Diversity information:

               Cummins Diversity Statement:

  • Cummins employees come from different backgrounds and experiences and aspire to a workforce that is representative at every level of the communities in which Cummins operate around the world. They are each unique in their perspectives and passions. Employees have varied experiences and personal motivations that drive them. They are united in their relentless desire to see a world, a workplace, a team where all people are embraced for who they are and what they aspire to do.
  • At Cummins, diversity, equity and inclusion is a business imperative. Having diverse, equitable and inclusive workplaces allows Cummins to attract and retain a truly global workforce. Diversity, equity and inclusion enable Cummins’ ability to bring the right combination of perspectives, insights and skills to solve the challenges of today and tomorrow. As part of Cummins’ global commitment to diversity, equity and inclusion, it is taking proactive measures to review talent management and accountability systems and processes to mitigate bias and ensure the equitable acquisition and advancement of all talent.
  • Discover a company founded on unwavering values and willing to solve problems for our customers, communities and environment to make the world a better place. 

               Employee Resource Groups within Cummins

  • With more than 150 employee resource groups (ERGs) worldwide, Cummins constantly seeks new ways to provide ample opportunities for leadership training, cross-cultural learning and professional development. Established around the world, ERGs are open to all employees and organized by different facets of diversity like gender, age, disability, sexual orientation/gender identity, multicultural and military status.
  • ERGs at Cummins are voluntary, employee-led groups that serve as a resource for members and the company by helping to foster a diverse and inclusive workplace aligned with Cummins’ mission, vision and values.
  • The Cummins Global Inclusion Leadership Council (GILC) was created to more closely knit together the array of global ERGs to amplify the voices they represent and harness their collective power to effect positive change within the company. Through this global council, each dimension of diversity has a global executive sponsor and chair to help ERGs work across regions creating unprecedented, positive impact within Cummins.
  • The following dimensions of diversity have representative ERGs and GILC chairs:
  • Age
  • Disability Inclusion
  • Gender
  • Military Status
  • Multi-Cultural (Race/Ethnicity)
  • Sexual Orientation/Gender Identity

Learning and Development:

  • Cummins leaders understand the importance of diversity, equity and inclusion to our global company. Cummins continually seeks to increase awareness and grows DE&I skill by educating all employees on cultural competence, valuing difference, and fostering an inclusive environment. We encourage every employee to take personal ownership and accountability for DE&I. We offer a wide range of learning and development opportunities. Here are some of our development programs focused on aspiring leaders:
  • Global Leadership Development Program was first launched in 2010 with a goal to better leverage our key talent globally. The program focuses on individual and team development.
  • Global Leadership Representation was first launched in 2010 with a goal of providing focused mentoring and visibility to our up-and-coming leadership talent across the globe. The program also supports our global diversity and inclusion goals of developing women and minority employees.
  • Here are some of our training opportunities for all employees:
  • Communicating Across Cultures 
  • Culture and Its Effect on Communication 
  • LGBTQ+ Safe Leader Training 
  • Preventing Sexual Harassment 
  • The Spectrum of Diversity and Inclusion 

I Belong at Cummins  Cummins Careers YouTube  

We are Newton.  

We’re a team of the brightest and most curious minds with a fundamental belief that every organisation can be better. 

We crack some of the toughest business and public sector challenges of the day. Not with reports or copy and paste thinking. But by pinpointing and implementing the changes that will make the biggest difference – and then guaranteeing our fees against delivering measurable results. 
We never start out assuming we know the answer, but we’re always certain we’ll find it and see it through to the finish. By uncovering the data that means the most important decisions are made with facts, not opinions. By bringing together people who live and breathe delivering results. And by embedding in client organisations this same passion, self-belief and know-how to thrive on any challenge in the future. 

Diversity Information:

Newton has multiple networks for both allies and members of the group in question. These include the Wom-N network, the Disability Network, N-Pride and the Ethnicity Network. In turn, the networks run various events. For example, we have had a Gender Month (involving feminist speakers such as Sara Sandford, discussions of masculinity from David Brockway, and a book club focusing on Criado Perez’s Invisible Women). A Black History Month, including a Black Voices Panel session is occurring over October. Newton regularly runs Lunch and Learn discussion groups, to allow employees to learn from the perspectives of others – a recent Lunch and Learn about transgender perspectives was attended by over 100 employees.

What’s Optiver, you ask? Great question!

Optiver is a proprietary trading firm and leading global market maker. This means we trade our own money, at our own risk – but not solely for our own benefit. As one of the oldest market making institutions, Optiver is a trusted partner of 50+ exchanges across the globe. Our mission is to constantly improve the market by injecting liquidity, providing accurate pricing, increasing transparency, and acting as a stabilising force no matter the market conditions. With a focus on continuous improvement, we participate in the safeguarding of healthy and efficient markets for everyone who participates. Pretty cool, right? 

To remain at the forefront of market making (one of the most competitive segments of finance), we need the world’s top interns and graduates, and their fresh ideas. With nine global offices from Shanghai to Sydney, and Amsterdam to Chicago, we’re passionate about attracting and developing the next generation of tech and trading talent globally. Get excited, because this is where you come in.

Diversity and Inclusion

Over the decades, we have witnessed the tremendous value of diversity as people from a variety of backgrounds bring different perspectives to business questions and problems, leading to better solutions. We firmly believe that our business should reflect society, which is why diversity is a top priority. By getting involved at a grass roots level, we hope to encourage more girls to choose mathematics as a study path at school and to pursue careers in science, technology, engineering and mathematics-related fields. We have expanded our partnership with Girls Mathematics Olympiads around the world by supporting the Dutch and Australian teams as well as the European Girls Maths Olympiad that attracts candidates from across the globe. Besides supporting girls at a school level, Optiver’s various offices support organisations and student societies that seek to inspire women to choose technology and trading careers. We also provide support and empowerment to every individual we hire and we believe that great ideas and impact can come from everyone.




Jane Street works differently. We are a quantitative trading firm active on more than 200 trading venues across 45 countries. As a liquidity provider and market maker, we help form the backbone of global markets. Our approach is rooted in technology and rigorous quantitative analysis, but our success is driven by our people.

Our bright, beautiful offices in the heart of New York, London, Hong Kong, and Amsterdam are open and buzzing with conversation. We come from many backgrounds and encourage travel between offices to share perspectives. Some of our best ideas come from bumping into a colleague at the office coffee bar.

Markets move fast. Staying competitive as we’ve grown has required constant invention—of new trading strategies, technology, and processes. We’ve found this is easier when you hire humble, kind people. They tend to help each other, and prioritize teamwork over titles.

We invest heavily in teaching and training. There’s a library and a classroom in every office, because deepening your understanding of something is considered real work. Guest lectures, classes, and conferences round out the intellectual exchanges that happen every day.

People grow into long careers at Jane Street because there are always new and interesting problems to solve, systems to build, and theories to test. More than twenty years after our founding, it still feels like we’re just getting started.

Diversity information:
Work at Jane Street is exciting and challenging. We trade in incredibly competitive, fast-paced environments, and feedback on successes and failures is quick and tangible. This allows for constant evaluation and improvement of our strategies and performance.

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