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Current state assessments and prioritized roadmaps are ideal for a leader desiring benchmarks and a clear path of improvement opportunities with quick wins & long-term investments.

These can be specific to People Operations / Human Capital, or applied to broader business operations based on Voice of the Customer (VoC) feedback.

Moments that matter; focused initiatives on discrete employee life cycle moments. Ideal when an org or leader wants to pinpoint one service area, such as elevating its talent acquisition/recruiting function.

Moments that matter include:

• Joining (selecting, onboarding new talent)

• Growing (development, promoting existing talent)

• Transitioning (transfers, exits, etc.)

• Rewarding (recognizing, compensating)

• Supporting (life changes including leaves)

• Planning (data & insights to inform decisions)

• Managing (building leadership skills and leveraging employee relations guidance)

Leadership development and executive coaching. Ongoing or in prep for a major milestone such as fundraising/pitch coaching.

This can be guided by stakeholder interviews (option: formal 360* feedback) or completed based on 2-3 core focus areas.

From (re) designing job descriptions so talent & managers are clear on expectations to providing career paths, job architecture is a great option if you are in need of more structure across roles & responsibilities. This helps drive appropriate compensation and comp bands, as well as goal setting/performance management.

Rewards & compensation strategy. Developing or refreshing a competitive, holistic rewards approach including benchmarking data on cash compensation and equity.

Also an option for individual coaching on negotiating for full worth.

HR Technology, data driven people ops & analytics. From selection to evaluation and refinement, this can include HRIS and other tools empowering People Ops such as self-service portals and which KPIs/analytics should drive decisions.

Lived experience of this includes implementing ADP, Gusto and Workday as HRIS-payroll vendors and evaluating HR/People Ops roles for optimization alongside launch or redesign of HRIS. Another common example is ServiceNow or building an internal intranet for employee self-service and/or ticketing requests.

Consultative support on evaluating current or designing a new organizational model. At the broadest level to each individual employee, my org design work helps ensure there is structure + alignment of operations to business strategies.

Operating models clarify how and where actual work is delivered and moves through the organization. This focuses more on handoffs and where there may be room for improvement across roles & responsibilities.