I help tech startups build + scale their people operations.

My approach centers on crafting exceptional employee experiences because I've seen how transformative it can be when team members feel truly valued and supported.

Employees who feel empowered and appreciated consistently go above and beyond—not because they have to, but because they want to. Their enthusiasm and dedication naturally flow into every customer interaction, driving excellence across the business.

When you invest in your people, you're not just building a better workplace—you're laying the foundation for extraordinary business outcomes.

Earlier than you think. Most founders come to me after something breaks — a compliance issue, a bad hire that cost them six months of runway, or a key person walking out the door. By then, we're doing damage control instead of building something solid.

The sweet spot is usually when you're between 10–30 employees, recruiting is eating into your time as a founder, or you're starting to hire across multiple states. A good rule of thumb: if people problems are showing up in your week more than once or twice, it's time to talk.

The biggest one is that you get senior-level HR expertise exactly when you need it — without the cost or commitment of a full-time hire. At the early stage, you don't need a full-time People leader yet. But you do need someone who's built this before, knows what investors look for, and can keep you from making expensive mistakes with your first 10, 20, or 30 hires.

Beyond cost, there's speed. A fractional HR advisor has seen what works and what doesn't across dozens of companies at your exact stage. You're not paying for their learning curve. You're getting the shortcut.

And because I work with a small number of clients at a time, you're not getting a junior consultant with a checklist — you're getting an embedded partner who actually knows your business.

Scaling People ops isn't just about adding headcount — it's about building the infrastructure that makes growth sustainable. Without it, things break quietly: culture drifts, managers struggle, compliance gaps compound, and your best people start looking elsewhere.

A fractional HR leader builds the foundation before those cracks appear. That means designing onboarding that actually sticks, building a compensation philosophy that holds up as you grow, putting performance management in place before you need it, and making sure your HR tech stack supports your team instead of slowing them down.

The goal isn't to create corporate complexity — it's to build just enough structure that your team can scale without the founder having to hold everything together personally. That's the inflection point most startups are trying to reach, and it's exactly what I do.

PEOs are great at the transactional side of HR — payroll, benefits administration, basic compliance. I actually help clients select and implement them. What a PEO won't do is build your culture, design your compensation philosophy, coach your managers, or tell you that your interview process is why candidates keep ghosting you.

Fractional HR is the strategic layer. Think of a PEO as your HR software and me as your HR leader.

With most firms, you sign a contract and get handed to a junior team member while a senior person shows up for the pitch and quarterly check-ins. That's not how I work.

I intentionally keep my client roster small so I can be truly embedded — not spread thin. When you work with me, you get me. I'm the one building your People programs, fielding your employees' questions, and sitting in your leadership meetings. There's no account manager between us.

My engagements range from $2,000–$12,000/month depending on the scope of work. For context, a full-time VP of People at a tech startup typically runs $150,000–$200,000/year in salary alone — before equity, benefits, and the months it takes to hire them.

Fractional HR gives you that same level of strategic expertise, scaled to exactly what you need right now. Most founders tell me the ROI shows up faster than they expected — usually in the first hire we get right or the first compliance issue we avoid.

Honestly? That's the goal. I'm not trying to be your fractional HR person forever. My job is to build People programs solid enough that your business eventually needs a dedicated, full-time leader — and when you get there, I help you do it right.

That means writing the job description, coaching you through interviews, and onboarding whoever comes next so nothing falls through the cracks. I work myself out of a job on purpose.

Yes — and this is one of the areas where having fractional HR in place early really pays off. By the time you're raising a Series A or B, investors are looking closely at your people infrastructure: how you've structured comp and equity, whether your onboarding scales, and if your HR practices will hold up under scrutiny.

I know what investors look for during diligence because I've helped multiple clients get there. Getting your People programs in shape before the process starts — not during it — makes a real difference.

Yes — and this is one of the areas where having the right People programs in place early really matters. SOC 2 auditors look closely at your HR infrastructure: background check processes, access controls, employee security training, offboarding procedures, and whether your policies are documented and consistently followed.

I've helped multiple clients get their SOC 2 certification and know exactly what auditors want to see on the people side. If you're planning to pursue SOC 2, the earlier we start building those foundations, the smoother the audit process will be.

• 15 years leading HR teams

• 5 years of fractional experience

• Bachelor's Degree in Human Resources

• Professional in HR (PHR) certified

• Trauma-Informed Workplace Practitioner certified

• Korn Ferry Leadership Architect certified

• Korn Ferry 360 certified