What I Work On
People problems in scaling companies aren't random. They follow patterns. The work here is organised around the problems I see most often and what actually fixes them.
You're hiring and it has to be right.
A bad hire in a dense team doesn't just underperform. It destabilises. Role definition, structured hiring systems, and rigorous evaluation so the decision holds.
Build sprint. Productised deliverables. Embedded fractional.
You're hiring and you can't afford for it to take this long.
An open seat is bleeding your org right now. Process inefficiency, unclear role definition, and an underpowered hiring system are what's making it slow.
Build sprint. Embedded fractional.
Your people systems haven't kept up with your complexity.
You've grown. The infrastructure underneath hasn't. These are operational liabilities, not HR gaps.
Build sprint. Productised deliverables. Embedded fractional.
You have a people situation that needs handling.
Performance issues, terminations, investigations. In Canada, these carry real legal and financial exposure. This is not the place for improvisation.
On-call retainer. Activation billing. Embedded fractional.
Your leaders need to actually lead.
Management capability determines whether growth compounds or breaks. Leadership development and training built for where you're actually going.
Build sprint. Embedded fractional.
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You have someone doing HR. They shouldn't have to do it alone.
The ops manager carrying the HR file. The founder handling it themselves. The gaps aren't always visible until they're expensive.
On-call retainer. Embedded fractional. All of the above.
Not sure which one is you?
Most founders I talk to recognise themselves in more than one of these. That's normal. A conversation is the fastest way to figure out where to start.