Work That Speaks for Itself

Built an HR department from scratch while the company grew 15% in a year.

A fast-scaling business analytics firm needed a full HR function to match their ambition — recruiting, performance management, compensation, benefits, and development programs, all standing up at once.  We built it.  They grew 15% in twelve months without the operational chaos that usually comes with that pace.

Made pay-for-performance actually work in a federal environment.

Tying compensation to performance is straightforward in theory. In a federal technical directorate — with its own regulatory requirements and workforce culture — it takes something more. We designed the whole system: market pay analysis, competency-based job architecture, and organization-wide training on the new process. When it launched, both employees and leadership said the results exceeded expectations.

Made the financial case for paying overseas employees what the market actually required.

A federal agency was losing talent in a hard-to-fill overseas positions without a clear picture of why. We benchmarked their expatriate compensation packages against private-sector practice, quantified the gap, and built the case for change. The adjustments they made directly supported retention — and gave them a model for keeping compensation competitive going forward.

Helped a research agency define what great leadership looks like — then built the programs around it.

Before you can develop leaders, you have to agree on what you're developing toward. We went directly to the people doing the work — facilitating focus groups with leaders across a biomedical research agency — and built a competency model grounded in their real input. The client applied it across recruiting, performance management, succession planning, and leadership development. One framework, used everywhere.

Managed the people side of an enterprise-wide system overhaul.

When a global technology company replaced a patchwork of paper-based systems with a single enterprise solution, the technical work was only half the challenge. We owned change management from start to finish: stakeholder analysis, readiness assessment, and every communication delivered through the full implementation lifecycle. The technology landed — and so did the adoption.

Turned a consulting mindset into a public framework - and took it to a university audience.

The skills that make consultants effective — structured questioning, sharp facilitation, clear communication under pressure — are valuable in almost any role. We developed a webinar series to make those skills accessible, and a live session with the University of Maryland Alumni Association earned us a standing invitation to return as a regular speaker.