For companies
Two areas: the health of the organization, and the people who join it. Scope and price depend on size and on what the first conversation turns up.
Four services. They overlap, and most organizations need two rather than one.
Diagnose
I find where harm is coming from and what in the structure keeps producing it. Specific findings you can act on, not a culture score. I interview across levels, read what is already written down, and look at where decisions really get made. The output is a short document naming what causes harm, which parts are structural and which are one person, and what to change first.
Embed
Ongoing, embedded, part-time. Senior people work for organizations not yet ready for a full-time head of people. Hiring, onboarding, performance conversations, pay structure and the difficult cases — usually one or two days a week on a rolling agreement.
Write
Policy people can actually follow, written so the answer is clear at the moment someone needs it, not after. How to raise something, who hears it, what happens next, and what the limits are. Plain language, tested against real cases before it ships.
Design
Structures that don't quietly hurt people: roles, reporting lines and decision rights that match how the work moves. Most quiet harm comes from structure nobody chose deliberately: unclear ownership, two managers, no route for a complaint that involves your own lead.
Six services, from a single search to interim capacity inside your team.
Hire
The full hiring process for a role, from brief to signed contract: the job description, the search, the interviews and the offer. I work to a written brief agreed with the hiring manager, so everyone assesses candidates against the same role.
Search
A direct, discreet search for senior or hard-to-find people who aren't looking and won't see a job ad. People are approached personally, and the search stays confidential on both sides.
Source
Finding and approaching qualified people directly — through networks, LinkedIn and events — instead of waiting for applications. You get a shortlist of people who have already said they're interested, with a note on why each one fits.
Assess
Interview guides, scoring and assessment days (Hearings) that compare candidates on the same criteria, so the decision rests on evidence. Unstructured interviews reward whoever interviews well. Structure makes hiring fairer and more accurate at the same time.
Interim
Recruiting capacity for a defined stretch: a hiring push, a gap in your own HR team, a new location. Usually a set number of days a week for an agreed period, working inside your team.
Interim
An embedded sourcer working your open roles for a set period, on your tools and under your name. Useful when several roles are open at once and nobody has time to search.