bring a CHRO perspective shaped by years of operating at the executive level inside complex, global organizations. I’ve led people functions across companies at very different stages, from early-stage and high-growth environments to large, multi-billion-dollar enterprises, and I’ve done so as a true business partner to CEOs and executive teams. My approach to HR has always been commercially grounded. I’ve made people decisions in the context of growth targets, margin pressure, operational constraints, and risk—not in isolation. Whether the work involved organizational design, leadership effectiveness, compensation, performance management, workforce planning, or talent strategy, the question was always how people decisions supported business outcomes and execution. I’ve rebuilt and scaled people organizations end-to-end, replacing fragmented or legacy practices with disciplined, enterprise-ready operating models. That includes designing leadership frameworks, decision rights, operating rhythms, and systems that hold up as complexity increases. I understand what it takes to move HR from a reactive function to a credible, trusted part of how the business runs. My remit has also extended beyond HR into adjacent enterprise functions, including technology, security, real estate, facilities, ESG, and internal communications. That breadth matters in HR work. It means I understand how people decisions intersect with systems, risk, communication, and execution, and how HR leaders must operate across functions to be effective at the executive level. Clients work with me in this category when they want practical, business-driven guidance on people decisions—not policy debates or theory. I help HR leaders and executives strengthen judgment, increase credibility, and make people decisions that are aligned with strategy, grounded in reality, and sustainable over time.