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.
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Most organizations have adopted AI. Very few have redesigned the work to match. That gap is where I focus.
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.
Most organizations have moved fast on AI. The harder challenge is what comes next beyond the technology. Organizations navigating it well are the ones thinking clearly about people and work, not just tools.
What work actually gets redesigned for the AI era, and what just has AI layered on top of it? How are teams structured differently once legacy operating models need to change? How does the leadership role evolve when the pace of decisions, information, and judgment has shifted? Is the People and HR function set up to support what the business now needs?
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.
I work best in environments that are complex, ambiguous, and moving quickly. I bring calm and structure while navigating the stakeholders and dynamics that determine whether change actually sticks.
Most of the organizations I work with are not starting from zero. They have built real capability and made real investments. What they need is an experienced external partner who can help them think clearly about the harder questions and move with them through what comes next.
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.
For organizations between permanent People leaders, navigating a critical transition, or needing senior People capability without a full-time hire, I provide embedded leadership.
Experienced leadership, without the delay or cost of a full-time appointment.
Many HR functions were built for a different era of work. I work with Chief People and HR Officers and HR teams to assess whether the People 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 what the center of excellence does, or aligning the People strategy to business direction.
The goal is simple: a People function that is genuinely enabling the business, not reacting to it.
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.
My clients tend to be organizations with an established People function that are navigating a genuine step change. Not typically starting from zero, but ready to go further and move with pace.
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.
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.
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 burnout, transition, or significant personal and professional challenge. Separate from consulting engagements and entirely discreet.
Whether it is a live challenge or an early-stage question, I am always happy to talk. Thirty minutes is usually enough to know if there is something worth exploring.