Assess and rebuild how HR delivers, lead the big HR project that needs a dedicated owner, or add senior leadership for transformation and M&A.
01 / Core focus
HR Delivery Assessment & Strategy
Assess how your HR department or HR ops team delivers today, build the strategy for a better delivery model, then operationalize it with Agile ways of working.
As organizations grow, HR delivery gets inconsistent. Handoffs break, ownership blurs, priorities compete, and strategic work stalls because the team is buried in the day to day.
The outcome
HR delivery that scales: clear ownership, consistent execution, and a team with the rhythm to keep improving on its own.
Typical activities
Current-state assessment across people, process, and technology
Stakeholder interviews and alignment workshops
Service delivery and operating-model design
End-to-end process mapping and roles (RACI)
Backlog, Kanban, and Agile cadence tailored for HR
Implementation support, training, and coaching
Possible deliverables
Current-state assessment
Service delivery model and strategy on a page
Prioritized roadmap and change plan
Process maps, RACI, and governance
Agile workflow and reporting rhythm
Continuous feedback loop
Step 1
HR Delivery Diagnostic
The on-ramp. Fixed scope, clear deliverables: a current-state assessment and a clear picture of where time and effort are going.
Step 2
Delivery model strategy
Design the service delivery model, a strategy on a page, and a prioritized roadmap leaders agree on.
Step 3
Operationalize it
Put the new model to work: processes, roles, Agile cadence, training, and a feedback loop your team owns.
02 / Project leadership
HR Project Leadership
A dedicated leader inside HR for the big project that can't run off the side of someone's desk, like selecting and implementing a new HRIS or bringing in AI and technology.
Big HR projects need an owner. Without one, selections drag, vendors drive the agenda, workflows never get redesigned, and adoption lags after go-live.
The outcome
A major HR project delivered on purpose, with technology that supports the work and a team ready to use it.
Typical activities
Project planning, governance, and executive reporting
HRIS and technology selection and vendor management
AI opportunity assessment and responsible guardrails
Workflow redesign around new capability
Change management, training, and adoption
Possible deliverables
Project plan and steering cadence
Requirements and selection recommendation
Redesigned workflows and playbooks
Adoption and change plan
03 / Senior capacity
Fractional Leadership & M&A Integration
Senior transformation leadership without a permanent executive hire, including leading the HR workstream through mergers and acquisitions.
The work needs senior ownership, but the role doesn't warrant a full-time hire, or the timeline can't wait for one. In deals, the HR workstream is often an afterthought until talent walks and milestones slip.
The outcome
Senior strategic capacity for the work that matters, and integrations that protect people, talent, and the value of the deal.
Typical activities
Embedded leadership on a defined transformation initiative
HR due diligence and integration planning
Day One readiness and transition planning
Compensation, policy, and talent retention decisions
Cross-functional coordination and executive reporting
Possible deliverables
Initiative or integration roadmap
Day One readiness plan
Steering committee reporting
Handoff and enablement plan
Fractional leadership means senior ownership of a defined initiative, not outsourced day-to-day HR, payroll, benefits, or generalist work.
Workshops & Speaking
Bring me in to teach it, or to talk about it.
Some things are better solved in a half day than a quarter. I run working sessions where your team leaves with something they can use, not slides to file. I also speak to wider rooms about the same work.
Agile HR for HR teams
A deeper dive than the guide. We work through your team's real challenges and the practical tools that make Agile HR work, and you leave the session with a plan for your own transition to Agile HR.
Process mapping & service design
Your team maps its own work end to end and finds the breaks together, so the problem is clear before anyone proposes a new tool.
Roadmap to execution
Turn a stalled plan into sequenced work with owners and a cadence, with the first cycle scheduled before the session ends.
Speaking
I take invitations to speak on HR transformation, Agile HR, and getting change to actually land. Talks are free when the audience is the right fit. Anything designed for a specific team or event is quoted like any other engagement.
Your team already knows what it needs to know. It just isn’t written down anywhere useful, so it walks out the door with the person holding it. I help you see what’s there, plan what to capture first, and turn it into short, findable content and tools people actually reach for. The writing stays with your people, the structure comes from me.
A map of what your team knows and where it currently lives
A capture plan: what to write down first, and in what order
Knowledge shaped into short guides, checklists, and decision trees
A simple way to keep it current once it exists
A contained piece of work you can start without a larger engagement.
