About Me
Why Founders Bring Me In
I've spent two decades building People and Talent functions from scratch in-house, at startups and scaling companies ranging from 30 to 600+ employees, in the US and globally. That includes serving as Chief People Officer at a startup that scaled across 15 countries.
I see the same pattern every time. The people side of the business outgrows what a founder can carry alone. That's where I come in: connecting your growth plan to how you hire, lead, and build your team.
My Approach: The Startup People OS
You don't need a full HR department. You need someone who knows what to build next and who can set the strategy and do the work.
I join your leadership team as a Fractional People Executive & Operator. That might mean designing your talent roadmap, building a performance framework, standing up your HR tech stack, or guiding you through your first leadership hires.
Three principles guide the work:
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Clarity. We define what great looks like across hiring, performance, and culture, so your team knows where they're headed and why.
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Practicality. We build systems sized for your stage, not copied from a big company. If it won't get used, we don't build it.
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Trust. People do their best work when they understand the why. We build transparency and accountability into how the company runs.
What I Typically Build
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Hiring processes that reflect your values
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Compensation and rewards philosophy
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Performance, feedback, and goal-setting frameworks
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An HR tech stack configured for your stage
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Manager and leadership coaching
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Recruiting and employer brand strategy
Why I Do This
Here's what two decades have taught me: most people problems at startups aren't really people problems. They're systems problems. Roles nobody defined. A hiring process that lives in one person's head. Feedback that only happens once something's already broken.
Fix the system, and good people get to do their best work.
That's the part I love. I've led from the executive seat, but I'm happiest in the build: designing the process, testing it with real people, and making it better, the same way you'd build a product.
People I've worked with say I'm the calm in the room. Not because I have all the answers, but because I've seen this stage before. I know what to tackle now, what can wait, and what's about to break.
I do my best work with teams that want to win together: the kind that runs toward hard problems and takes care of each other along the way. If that's you, let's talk.