10+
Years in HR & Operations
50+
Companies Transformed
I work with founder-led teams where growth starts to slow because everything still routes through the founder. Companies with 25 to 150 employees that hit a ceiling they can't explain.
With over a decade in HR and leadership operations, I've seen the same pattern play out repeatedly: strong companies stall not because of bad talent, but because ownership and decision-making authority aren't clearly defined.
The symptoms are always the same. Founders can't delegate. Teams wait for direction. Accountability is inconsistent. And hiring more people doesn't fix it—it usually makes coordination harder.
I find the structural breakdowns that aren't obvious. The gaps in decision rights, the unclear ownership, the execution gaps that slow everything down. And I fix them in focused sprints, not six-month consulting engagements.
My Philosophy
Growth doesn't expose talent gaps—it exposes structural weaknesses. More headcount amplifies problems that were always there. My job is to find those problems and build the clarity that lets your team execute without everything circling back to you.