Every HR question is a business question. Who you hire, how you pay, how the work is organized and who leads it decide whether the plan gets done.
Mostly operating businesses with real workforces: industrial and manufacturing, life sciences and medical device, aerospace and defense, multi-site services. Public, PE-backed, family-owned and founder-led.
“I have a specific problem to solve.”
A hiring engine that is not keeping up, a pay structure that will not scale, an integration that has to land. Defined milestones, measurable outcomes.
We define what success looks like for the engagement and work to those milestones and deliverables while building internal capability.
“We need senior HR, but not a full-time hire.”
Senior HR capacity in your business for as long as it is useful. Guide, Advisor or Lead, depending on who is already in the seat.
Typically three to twelve months.
“I need to know where we actually stand.”
A scored read of the function against where the business is going, a heatmap of priorities and a sequenced roadmap. Four to six weeks, then 90 days of support.
Heading into diligence, just acquired, or outgrowing the HR infrastructure you have. A comprehensive read against where the business is going, not a generic checklist.
90 days of support are included after handoff, because a roadmap nobody helps you start is just a document.
Measured against businesses of your size and complexity, not a Fortune 100 playbook that returns less than it takes.
Multi-state, multi-country, regulated, unionized, safety-sensitive. We find the exposure before an auditor, an acquirer or a plaintiff does.
An HR function sized and structured for the business you are running, with ownership and decision rights that hold as it grows.
Hiring, onboarding, performance, retention and exits, with enough process rigor and measurement that the operating system holds.
The right tech stack and the data discipline to use it for decisions, including where AI already touches hiring and HR, and who owns it.
A talent and org plan simple enough to run: how people get developed, who is ready for what comes next, and whether the organization fits where the business is going.
Three minutes, six areas, an instant read on screen.
Is HR built for the company you are now, or the one you were?
Too much slows decisions. Too little caps growth. Both show up in margin.
What would an auditor, a buyer or a former employee find?
Fines, claims and a lower price when you sell. Cheaper to find first.
Who decides what about people, and does it still hold as you grow?
When it all runs through you, your week goes to people problems instead of customers.
Hiring through exits: does it run without you, and is it measured?
Every open seat is work not getting done. Turnover hits output and customers first.
Can you make headcount and pay decisions from real numbers? Who owns AI in hiring?
Labor is usually the biggest line you manage. Guessing at it is expensive.
Do you have the leaders to deliver the plan, and who is ready next?
Your sales and operations leaders deliver the number. The bench is your growth ceiling.
“We keep hiring and we are not growing.”
“We are about to lose our president and the HR seat is already thin.”
“We need to be ready for a buyer.”
“We think we need to hire a talent leader.”
Their PE partner brought in outside eyes on a hiring problem the business had not solved from inside. The talent acquisition team was working hard, but siloed from the field and without a shared baseline.
We do not defend a plan that is not working. The client bought a fix for hiring and got a retention operating system their own team owns.
The HR seat had been covered on and off by the parent company's CHRO on top of her own role, and a president change was about to be announced. She brought us in because we had run HR inside this business before.
Voluntary turnover down three points, from engagement and retention treated as business levers. We stabilized the transition, did real work from the seat, and handed it over.
Brought in for HR infrastructure stability and sale readiness. Only the senior team knew a transaction was in play, and the one-person HR function could not be told.
We surface what a buyer's diligence team would find before they find it, and build the function to survive an acquirer's read rather than to look complete. The transaction completed.
Mid-professionalization: just separated into two operating companies with a new corporate structure above them. The owner believed he needed a talent leader for the new corporate entity.
The most expensive HR decision is the confidently wrong hire. He made the better decision because he had a read instead of an instinct.
Sarah leads the work day to day. Mary advises and takes on the work that fits her lane.
Trained inside the Danaher Business System: find the root cause, put countermeasures in place, keep progress visible, and leave standard work your own team runs.
Medical device / biotech · Industrial water quality · Industrial automotive · Aerospace and Defense · Sensing technology and SaaS · Fire & life safety · Nonprofit agriculture
Enterprise HR breadth and depth at small-market scale: multi-state compliance, risk, total rewards and acquisition integration. Most of her work is with multi-state, field-based workforces in businesses growing by acquisition. She leads by serving the team, and her clients tend to come back or ask her to join them.
Fire & life safety · Multi-site consumer services · Paving and infrastructure · Medical device manufacturing · Fencing and access control · Nonprofit education
Diligence, the first 100 days and value creation. We read the people side against the thesis and hand the deal team numbers it can use.
Tell us what you are navigating and we will say what we would look at first. If you took the People Score, bring it.
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