People systemsfor the point where informal leadership stops scaling.

Run the people function. Skip the headcount.

You've outgrown "someone handles HR," and your PEO is transactional. Questions are landing on your desk. The systems aren't built. Compliance needs attention. You're spending your time on people problems instead of running the business. But you're not ready, don't need, or can't justify a full-time Head of People.

Fractional is the bridge.
I embed with your leadership team and run the people function. Accountable. Ongoing. In the room. Not a consultant who hands you a deck and leaves. The person making sure the work is thought through, prioritized, and done.

What that means in practice:

• Your managers coached in real time, through the real issue — the underperformer, the conversation they're avoiding.
• Your new hires who land ready on day one, not left to figure it out.
• The FMLA question answered — by me, not landing on your desk.
• Comp bands set before the counteroffer, not after.
• The HRIS chosen and running — not another tab you keep meaning to open.

Who it's for: You and your leadership team at the point where informal leadership stops scaling — typically 50 to 500 people — when you need the function run, not advised. You set the priorities. I run it.

Build the specific thing. Or find what's actually broken.

Projects start one of two ways.

You already know what you need — comp bands, a review cycle, onboarding, a manager framework — and you don't have the time or internal capacity to build it properly. I take it off your plate and deliver it.

Or something isn't working and you can't pinpoint why. I map where the system is thin, identify the pressure point, and scope the work from there.

Every project is scoped, priced, and time-boxed.

The hard call, without the full build.

Sometimes you don't need someone to run it or build it. You need someone who can help you see the tradeoffs clearly before you decide.

Advisory gives you access to experienced judgment on the people decisions that don't have a clear answer.

A leveling structure you're second-guessing. A reorg you haven't pressure-tested. A comp philosophy you're setting for the first time.

How it works: On-call or on retainer. You bring the question, I bring the experience and context. Sync when it matters, async when it doesn't. No deck. No project. No execution. Just judgment when you need it.

Where it starts: Advisory runs on context. My judgment is only worth having when I understand your company and how it operates.

So it doesn't start cold.

It starts with understanding how your business runs, where it's strained, and what's underneath the questions you're asking. Sometimes that's a diagnostic or project first. Sometimes it's a deeper conversation up front. Either way, the understanding comes before the advice.