Built by an Operator. Designed for Scale.

Over 15 years, I’ve helped scale companies from <$100K to $13M, reduced turnover by 60%, cut hiring costs by 35%, and delivered $1.4M in attrition savings for a healthcare network.

I didn’t start as a consultant; I started as an operator.

In 2009, I joined Titan Global as an Executive Assistant. By 2020, I was leading People Strategy for 1,500+ employees across 150 locations, along with 20+ acquisitions, three PE deals and an M&A exit. In that stretch, I learned, up close, what actually breaks when you scale and how it feels on the ground: decisions bounce between calendars, managers fly without meaningful feedback, and “good intentions” regularly fall short.

 

Here’s what “broken” looked like:
 

• Recruiting processes that couldn’t keep up with growth

• Managers promoted without training or systems

• Performance reviews that felt performative, not purposeful

• Decision rights are relitigated every quarter - no accountability

• Onboarding that was reactive - not proactive

So we rebuilt the system to be effective and repeatable. We standardized decision rights and leadership cadence, installed a Manager playbook people would actually use, and tightened recruiting and onboarding. Early results surprised me: turnover fell 60% at acquired locations, recruiting costs dropped 35%, and payroll processing moved 70% faster. The pattern was clear: most growing companies struggle with the invisible infrastructure behind execution.

I was an early adopter of workforce technology, first in our space to implement a true mobile-supported workforce management platform, which opened doors to advise other growth-stage teams. Post-M&A, I focused on designing people systems leaders can run without constant intervention.

A few snapshots:
 

• A 1,500-employee healthcare network reduced voluntary turnover 33% in five months by fixing feedback and recognition systems.
   

• A PE-backed HVAC portfolio doubled recruiting efficiency versus industry benchmarks and reallocated $60K+ from vendors to internal capacity.
   

The lesson held everywhere: companies don’t need more “HR programs.” They need designed people systems, an org structure with decision rights, performance cycles, leadership cadence, and the governance to keep them working.