I work with leadership teams and HR functions to redesign how work gets done, how organizations are structured, and how People/HR functions operate so they are fit for the realities of the AI era. I've shaped that work from the outside as a consultant, and led it from within as a senior People leader.
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I work across the full People and transformation agenda on a fractional, interim, or project-based engagement.
For organizations between permanent People leaders, navigating a critical transition, or needing senior People capability without a full-time hire, I provide embedded leadership at the level the moment requires.
Experienced leadership, without the delay or cost of a full-time appointment.
Most transformations do not fail at the strategy stage. They fail in execution. I work at the point where design meets delivery.
This is where change either lands or stalls.
AI is changing how work gets done faster than most organizations are changing how they are structured. I help leadership teams translate AI ambition into practical organizational decisions.
Many HR functions were built for a different era of work. I work with Chief People Officers and HR leaders to assess whether the function is genuinely fit for what the business needs now, and to design and implement the changes required.
That might mean restructuring the HR operating model, sharpening the strategic HRBP function, redefining the center of excellence, or aligning People strategy to business direction.
The aim is a People function that is genuinely enabling the business, not reacting to it.
42% of Chief People and HR Officers are prioritizing AI investment. Only 5% say their teams are prepared to deliver it.
Korn Ferry, 2025
50 to 55% of US jobs will be reshaped by AI over the next two to three years.
BCG, 2026
Most organizations have adopted AI. Very few have redesigned the work to match. That gap is where I focus.
I work with organizations navigating genuine step change.
Organizations are gaining capacity faster than they can redirect it. Change is happening, but transformation is not. Closing that gap through organizational design, change execution, and a people-centric lens is the work I know best.
My experience is working with organizations at inflection points — a leadership transition, a restructure, a transformation that needs to stick, a People function that needs to catch up with the business.
These are the kinds of questions I am increasingly seeing emerge in conversations with leadership teams and HR functions. I work on a fractional and project basis and bring a combination of outside-in strategic perspective from management consultancy, and inside-out implementation from senior People and Culture leadership roles.
Examples of experience include leading People strategy through global digital transformation at Dow Jones and The Wall Street Journal; scaling and structuring a digital media business from early stage through rapid growth and acquisition at The News Movement; leading global People function transformation across a distributed workforce at Human Rights Watch; and advising multinational organizations on operating model and workforce strategy at PA Consulting.
Complex, ambiguous, and fast-moving environments are where I have spent most of my career. I bring calm and structure while navigating the stakeholders and dynamics that determine whether change actually sticks.
Working independently means direct involvement without the cost structure of a large consultancy. Most work begins with a focused conversation to make sure we are solving the right problem before agreeing on scope and approach.
Ongoing senior People leadership capacity, typically one to two days per week on a monthly retainer. For organizations navigating a transition or needing a senior strategic partner without a full-time hire.
A structured, confidential coaching relationship for executives and People leaders navigating complexity, burnout, or significant transition. Separate from consulting engagements and entirely discreet.
Short, focused work to clarify the problem and define direction. Useful when the challenge is not yet well-defined or when you need an independent external view before committing to a larger program.
Defined scope with clear outputs and implementation support. I stay involved through delivery, because that is where most transformations succeed or fail.