12+ years in HR — the last eight leading as Director, VP, and Chief People Officer, building, stabilizing, and scaling HR functions inside fast-moving companies. From a reduction-in-force to a 2,000-person global expansion across four continents, whether that's a permanent seat at your table or a few hours a week, I bring the same judgment.
No two companies need the same thing from a CPO. That could mean a permanent seat at the leadership table, or a defined number of hours each week. Every path below starts with the same conversation.
Open to CPO and VP HR roles where a company is ready to invest in a permanent, dedicated people leader — not just a project.
A standing line to an executive who's done this before. For founders who need a sounding board on people decisions, not a hands-on operator.
Embedded executive HR leadership. I run your people function like it's my full-time seat — because for those hours, it is.
A specific problem, solved end to end: a reduction-in-force, an HRIS build, an executive comp overhaul, an international entity launch.
The specifics change by company. The kind of problems I get pulled into don't.
Bringing AI into the employee lifecycle — recruiting, performance, HR operations — without losing the human judgment that people decisions actually require. Practical adoption, not hype.
Leading HR through turnarounds, restructurings, and hypergrowth, and tying every people initiative back to the fiscal metrics the board actually cares about.
Coaching executives and managers on the legal exposure behind everyday people decisions — terminations, investigations, disciplinary actions, and reductions in force — before they become liabilities.
Building HR systems, policy, and compliance from the ground up across multiple countries and languages, for teams that don't fit a single-market playbook.
"People strategy only means something when it's tied to the fiscal metrics the board actually cares about. I don't build HR programs in isolation — I build them to move the company."