You’re growing, or restructuring, or both. Someone handles payroll and onboarding, and every decision that actually matters still lands on you: the org design, the succession gap, the executive who isn’t working out. You don’t need a full-time CPO yet. You do need someone who has done the job.
Small and mid-sized businesses, nonprofits, founder-led organizations, scaling companies, and executive teams that need senior HR leadership without a full-time hire.
Length
Three to twelve months
Cadence
One to two days a week, embedded
Where
Remote, on-site for the moments that need a room
Billing
Monthly retainer. No hourly billing.
The first ninety days · Weeks one and two
I listen.
I talk to every member of the leadership team and a good number of the people who report to them, and I read whatever already exists: the org chart, the policies, the last engagement survey, the compensation sheet. Then I come back with what I found, in plain language, and a written scope for the months ahead.
Weeks three to eight
The urgent things.
The role you’ve been trying to fill for six months. The executive who isn’t working out. The restructure you keep postponing. Managers get a clear standard for what good looks like, and I sit in the hard meetings with them until they don’t need me to.
Month three onward
The system.
Organizational design that fits the next stage. Succession plans for the roles that would hurt most to lose. A performance and compensation rhythm the leadership team actually runs. And when the time comes, the role description for your first full-time CPO, written by someone who has done the job, plus help finding them.
What you get
What you actually get.
A seat on the leadership team and ownership of the people function. Not advice from the side.
Organizational design: spans, decision rights, and a structure built for the next stage rather than the last one.
Succession and bench strength: the critical roles named, the gaps named, and a development plan behind each one.
Culture and engagement strategy that survives contact with a bad quarter.
Leadership team alignment, including the conversations the team has been having separately.
A confidential ear for the decisions you can’t take to your own leadership team.
How it starts.
A thirty-minute call. Then two weeks inside the organization, talking to your leadership team and reading what already exists, before I write a scope and a monthly retainer.
When it isn’t the right fit.
You need someone to run payroll, benefits and onboarding. That’s a People Ops hire, and I’ll help you find a good one.
Most engagements begin with a thirty minute call. We’ll work out whether I’m the right person for what you’re facing, or I’ll point you to someone who is.
