For over 20 years I’ve had the privilege of working with CEOs and their executive teams to re-envision the purpose, role and strategy of HR. I’ve also held the seat of Chief People Officer for one of America’s most iconic and fast-growing brands. My work drives necessary change and growth in organizations by transforming the HR function from transactional service center to strategic business accelerator.

In my consulting practice, I serve as a trusted advisor and “shadow executive” to CEOs, helping them find and onboard their next strategic HR leader, serving as an interim or “fractional” Chief People Officer, and developing existing HR leaders and teams to move up the value chain. I challenge conventional thinking and practices to help organizations maximize their investments in talent and navigate the fast-evolving landscape of technology, operating models, and work.

HR is at the interchange of every major artery in an organization. It has the power to slow down or fast-track a business, depending on how it’s led. Sometimes it’s critical to get outside perspective, and that’s where I come in.

SERVICES

  • When a CEO parts ways with their HR leader, they retain me to educate their executive team on what strategic HR leadership looks like, create alignment on critical capabilities and success factors for the role, and match them with the best search firm for their business and culture. I then closely partner with the CEO to interview candidates, ensuring they select the best person for the job. If the company needs interim leadership for the existing HR team, I will also step in on a temporary basis to create stability until we are able to find and onboard the right permanent leader.

  • A fractional Chief People Officer (CPO) is an experienced executive who provides C-level HR leadership on a part-time basis, offering the same expertise as a full-time CPO without the full-time cost or commitment. 

    When organization has parted ways with its HR leader, I am retained as fractional CPO for a period of time to assess the situation and capabilities of the HR function before the search for a permanent leader is launched. The benefit of this approach is that the CEO and Board receive expert counsel on the required capabilities and qualities of their future HR leader, stable leadership of the department during the search, and a trusted resource to successfully onboard the permanent CPO.

    If a company’s existing CPO or CHRO is on a leave of absence, clients also retain me to lead the HR function on an interim basis until their permanent leader returns. This takes the leadership burden off the CEO or President during the leave absence, and ensures stability for the HR team and the business.

  • The purpose, complexity, and importance of the Chief People Officer’s role has changed dramatically over the past five years. In addition to the general HR work of hiring, managing, and paying people, we now expect CPOs to understand, navigate, and lead organizations through a growing list of business-critical challenges, including the adoption of AI, new operating models, hybrid and remote work, and mergers and acquisitions. It’s a highly strategic and influential position, one that Jack Welsh has frequently asserted as the most important C-level executive role after the CEO.

    Successful companies recognize the value and impact of a strategic HR function and invest in the development and growth of their HR leaders. As a former Chief People Officer with deep expertise in leadership and organizational development, I provide tailored coaching and development to existing CPOs and rising HR leaders, so that they evolve from traditional HR administrators to influential business partners, closely aligning HR initiatives with business objectives. Through my work, leaders develop and/or improve the following skills:

    Strategic Thinking: Ability to align HR initiatives with business goals and drive organizational success.

    Leadership & Influence: Enhanced leadership skills to effectively guide teams and influence stakeholders.

    Change Management: Expertise in managing organizational change, including technology adoption and cultural shifts.

    Communication & Collaboration: Improved communication skills to foster collaboration across departments and with executive leadership.

    Talent Management: Advanced skills in talent acquisition, development, and retention strategies.

    Data-Driven Decision Making: Ability to leverage technology and data analytics for informed decision-making and strategic planning.

  • As an HR leader and consultant with over 20 years of experience, I am retained by Boards, CEO’s, and Chief People Officer’s to provide targeted HR strategies and project leadership in the following areas:

    Succession Planning: Ensure a pipeline of future leaders by identifying and developing talent for key roles.

    Organizational Design: Structure the organization to optimize efficiency and align with strategic objectives.

    Leadership Development: Build the leadership skills of individuals and teams to deliver on business strategy

    Learning & Development: Equip employees with essential skills and knowledge for growth and performance.

    Talent Acquisition: Attract and secure top talent to fulfill organizational goals and drive success.

PERFORMANCE HIGHLIGHTS

  • Placed Chief People Officer for financial services client. Candidate was so successful she was promoted to Chief Experience Officer overseeing the branch network, contact center, digital banking, wealth management services, workforce, and culture.

  • Served as interim Chief People Officer for $500 million manufacturing company during the search for a permanent hire, stabilizing operations and stemming attrition.

  • Established annual executive succession and leadership development planning process for Board of Directors and CEO of credit union with $3.3 billion in assets.

  • Created People strategy and roadmap to position CPG company for scalable growth and rapid change, resulting in the re-design of all HR functions including Talent Acquisition, Total Rewards, L&D, HRIS, Payroll, and People Operations.

  • Overhauled the orientation and onboarding process for a 14,000-employee electric utility, leading to increased retention and engagement rates.

  • Subject matter expert and speaker for sold-out workshops and mega sessions at the Society for Human Resources Management (SHRM) Annual Conference with over 20,000 attendees for 10 consecutive years.