People technology and operations, done right.
I help organizations make the right enterprise People technology decisions and design how the People function operates, then see both through. I bring 25 years of executive experience leading People technology and operations across global life sciences and high-growth technology organizations.
Where leadership teams bring me in
My work usually starts at a moment of growth or significant change, when the People function needs to be built, scaled or repositioned.
About
I am a People technology and operations executive with 25 years of experience leading enterprise programs across global life sciences and high-growth technology organizations. I have directed multiple global HCM implementations, defined multi-year People technology and operating model strategies, and led technology, operations and analytics as a single integrated function for a complex multinational organization. I have also built a People technology and operations function from the ground up.
Today I advise organizations independently, working at the intersection of strategy and execution. I help leadership teams make sound People technology and operating model decisions and remain engaged through delivery, including defining where AI can create meaningful value for the People function and how to adopt it responsibly.
How I can help
Advisory
A trusted sounding board for leadership teams working through major People technology and operating model decisions.
Projects
A defined piece of work, such as a readiness review, platform selection or operating model design.
Interim roles
Hands-on leadership for a set period, with a clean handover at the end.
People technology strategy and implementation
Platform strategy, vendor selection, and leadership of HCM implementations and optimization, with particular depth in Workday. I also help simplify crowded technology landscapes.
People operating model and service delivery
Designing or rebuilding how People Operations works: the service model, processes, controls, team structure and the measures that show whether it’s working.
M&A and enterprise transformation
Day 1 readiness, integration or separation of People platforms, payroll and service delivery, and bringing processes together across the combined organization.
People analytics and workforce insight
Getting workforce data to a place leaders trust, and building reporting that answers the questions executives actually ask.
AI in the People function
Finding where AI can take on real work, getting data and processes ready for it, and putting sensible ownership and controls in place before anything goes live.
Interim leadership
Stepping in as interim or fractional head of People technology, operations or analytics, to keep a program moving or stand up a function while a permanent leader is found.
How an engagement begins
A clear, low-commitment path from a first conversation to measurable progress.
Discovery conversation
A 30-minute discussion of your priorities, constraints and timeline. You’ll come away with an initial perspective on where to focus, whether or not we work together.
Focused assessment
A short, scoped review of your People technology, operating model or AI readiness, concluding with a prioritized roadmap and a recommended path forward.
Execution and leadership
Ongoing advisory, a defined program, or interim leadership in the seat, structured around outcomes we agree up front.
Selected experience
An executive who operates with equal confidence in the boardroom and in delivery, bringing structure and momentum to complex, high-stakes People technology and operations agendas.
- Global programs. Directed multiple global HCM programs, from strategic business case through enterprise-wide adoption.
- Integrated leadership. Led People technology, operations and analytics as a single function for a complex multinational organization.
- Building to scale. Built a product-led People technology and operations function from the ground up, embedding AI and advanced analytics from the outset.
- Strategy. Defined and delivered multi-year People technology and operating model strategies aligned to enterprise priorities.
- Transformation. Redesigned core People processes end to end across global operations, improving consistency, control and the employee experience.
- Enterprise influence. Advised executive teams on technology strategy spanning the People function and other corporate functions.
Insights
A pragmatic view of AI in the People function
Most organizations have already invested in AI tools, yet few can point to measurable results. The difference rarely lies in the technology itself. It lies in the foundations: well-run platforms, workforce data that leaders trust, and processes redesigned before they are automated.
My approach reflects that. I establish those foundations first, then apply AI to clearly defined business problems, each with an accountable owner, appropriate controls and an agreed measure of success.
AI readiness assessment
A 15-question self-assessment that benchmarks your organization across People technology, operations and AI adoption. It takes about five minutes and gives an immediate view of your strengths and priorities. Responses are not stored.
Articles
Let’s discuss your priorities
Whether you are facing a major People technology decision, scaling your People function, preparing for a transaction or defining your approach to AI, I would welcome the conversation. Share a brief overview of your situation and I will be in touch to arrange a 30-minute discovery call.