Consulting client · Professional services
From scattered data to one source of truth
- Situation
- A growing services company had employee data scattered across payroll exports, spreadsheets, and inboxes — leadership had no reliable read on headcount, compensation, or retention.
- What I built
- Consolidated everything into unified reporting dashboards, launched a company-wide employee feedback program, and partnered with the COO on project management SOPs to keep cross-functional work accountable.
- Outcome
- Leadership now makes headcount, compensation, and retention decisions from one trusted source — and sees engagement in real time instead of at exit interviews.
HR Manager · Manufacturing
Modernizing an HR function end to end
- Situation
- An established manufacturer was running HR on legacy processes — no performance management system, no engagement measurement, no modern HRIS.
- What I built
- Led HRIS selection and implementation (needs analysis, vendor negotiation, configuration, training), designed the organization's first performance management system and annual cycle, revamped talent acquisition, and launched the first engagement survey with eNPS dashboards.
- Outcome
- A modern HR function in under a year: one system of record, a real performance cycle, and executive dashboards that turned engagement from a mystery into a metric.
HR Director · Marketing agency
Building HR from zero through 3× headcount growth
- Situation
- A 25-person agency with no HR function was about to nearly triple in size — and needed hiring, performance, and compensation systems that could keep up.
- What I built
- The entire HR department from scratch: first performance management implementation, transparent compensation redesign, career progression frameworks with competency-based evaluations, structured mentorship, and end-to-end hiring systems the team could run without me.
- Outcome
- Scaled from 25 to 70 employees on systems that held — and the company was later acquired.
Senior HRBP · Global data-intelligence company
HR at hypergrowth scale: a 1,100-person engineering org
- Situation
- A global engineering organization (400 US, 700 international) was growing so fast that career paths, titles, compensation philosophy, and retention tracking couldn't keep up.
- What I built
- Role competencies by level, IC career pathing to VP-equivalent, international title alignment, equity planning and rollout, and attrition tracking that surfaced exit drivers by team — plus the company's counter-offer policy during the Great Resignation.
- Outcome
- Grew the organization by 150 people in six months with leadership onboarded and career architecture in place — while attrition finally became a problem you could see coming.
Senior HRBP · Global HR-technology company
Sixty job titles, fifteen levels, zero guesswork
- Situation
- A client-support organization had accumulated 60 job titles with no consistent leveling — pay decisions were unmanageable and inequitable.
- What I built
- A complete job-leveling project: consolidated 60 titles into 15, repriced every role with full financial analysis, and built the business cases that brought 20+ underpaid employees within range.
- Outcome
- A defensible career architecture, cleaner comp cycles in Workday, and 20+ employees brought to fair pay with CFO-approved business cases.