Talent & HR Transformation

Talent Strategy & Workforce Planning

We help organizations align their people strategy with their business strategy. Talent strategy and workforce planning begins with understanding where your organization is today—skills, roles, structure, and critical gaps—and where you need to be in the next 2–5 years. We work with leadership and HR to identify pivotal roles, future capability needs, and risk areas such as single points of failure or high-turnover functions. From there, we design a practical workforce plan that balances build, buy, borrow, and automate decisions. This includes headcount and skills planning, succession planning for key roles, and clear priorities for hiring, upskilling, and redeploying talent. The goal is a more intentional, forward-looking approach to your workforce so that you’re not simply reacting to vacancies, but steadily building the talent engine required to execute your strategy.

Organization Design & Operating Model

We support organizations in shaping structures, roles, and ways of working that enable execution rather than slow it down. Organization design and operating model work begins with clarifying strategic priorities and understanding how decisions, accountability, and workflows currently operate across teams. We assess where duplication, bottlenecks, and unclear ownership are creating friction, then propose designs that simplify reporting lines, clarify role charters, and align teams around value streams or customer journeys. This can include designing new functions, integrating or splitting existing ones, defining spans of control, and establishing governance forums. We also focus on the “soft wiring”—decision rights, meeting cadences, and communication channels—to make the new structure real. The result is an organization where people know what they own, how to collaborate, and how their work connects to measurable outcomes.

Talent Acquisition, Onboarding & Employer Brand

We help organizations attract and integrate the right talent more systematically. Talent acquisition and onboarding work starts with understanding the roles that truly drive value and the candidate experience you want to create. We review your talent pipelines, sourcing channels, job descriptions, interview processes, and selection criteria to ensure they are consistent, fair, and aligned with your culture and strategy. On the employer brand side, we help clarify and articulate your employee value proposition—why strong candidates should choose you—and ensure it shows up across postings, career pages, and interview conversations. For onboarding, we design structured journeys that equip new hires with the context, relationships, and tools they need to be effective quickly. The outcome is a more predictable, scalable hiring engine and an onboarding experience that accelerates performance and retention.

Performance Management, Rewards & Succession

We design performance and rewards systems that drive the right behaviors and provide clarity, not bureaucracy. Our work in performance management, rewards, and succession begins with understanding how goals are currently set, how feedback is given, and how compensation decisions are made. We help define clear performance frameworks, cascading objectives, and simple review cycles that connect individual work to business outcomes. On the rewards side, we support the design of compensation structures, incentive plans, and recognition mechanisms that are transparent, defensible, and aligned with your talent strategy. Succession planning focuses on identifying critical roles and building pipelines and development plans for future leaders. Together, these elements create a system where people understand expectations, see a path to growth, and trust that performance and rewards are handled fairly and consistently.

Learning, Leadership Development & Culture

We help organizations build the skills, mindsets, and leadership behaviors required for their next stage of growth. Learning and leadership development work starts with a clear view of the capabilities your strategy requires—technical, managerial, and leadership—and an honest assessment of current strengths and gaps. We design learning architectures (formal programs, on-the-job learning, coaching, and peer learning) that are practical and integrated into real work, not one-off workshops. For leadership, we define what “good” looks like in your context and build programs that develop self-awareness, people management, decision-making, and change leadership. Culture is addressed through habits, rituals, and role modeling rather than slogans, ensuring values show up in everyday behaviors and decisions. The goal is a workforce that is continually growing in ways that directly support your strategy.

HR Technology, Processes & People Analytics

We support HR functions in modernizing their technology, processes, and use of data. This includes assessing current HR systems (HRIS, ATS, LMS, performance tools), identifying pain points for HR and business users, and designing an integrated architecture that simplifies work rather than adding complexity. We streamline core HR processes—recruitment, onboarding, performance reviews, employee changes, offboarding—so they are consistent, efficient, and well-documented. On the analytics side, we help define people metrics and dashboards that give leadership insight into headcount, turnover, engagement, diversity, performance, and capability gaps. Where appropriate, we introduce predictive and diagnostic people analytics to support workforce planning and risk management. The outcome is an HR function that operates as a strategic partner, powered by better tools, cleaner processes, and reliable data.

Implementation Approach

Talent & HR transformation starts with viewing people as a strategic asset, not just a cost center. The approach focuses on aligning workforce, organization design, and HR practices with where the business is going, not just where it has been.

Phase 1: Understand & Diagnose

• Clarify business strategy, growth plans, and critical capabilities

• Map current organization structure, key roles, and decision flows

• Assess HR processes, technology, and employee experience across the lifecycle

• Analyze workforce data (headcount, turnover, performance, engagement, skills) to identify gaps and risks

This phase results in a concise picture of what’s working, what isn’t, and which talent and HR issues most constrain execution.

Phase 2: Design a People-Centered Roadmap

• Define the target talent strategy, organization design, and HR operating model

• Prioritize initiatives across talent acquisition, performance, learning, culture, and HR technology

• Translate priorities into clear workstreams with outcomes, timelines, and owners

• Align leadership on guiding principles (e.g., simplicity, fairness, transparency, data-driven decisions)

The roadmap is practical and staged—focusing first on high-impact changes that improve clarity, credibility, and basic hygiene, then on more advanced capabilities such as people analytics or leadership academies.

Phase 3: Implement, Embed & Evolve

• Redesign and roll out key HR processes (hiring, onboarding, performance, rewards, development)

• Adjust organization structures, role charters, and governance where needed

• Select and implement enabling HR technology and people analytics dashboards

• Equip leaders and HR with playbooks, training, and communication tools to reinforce new ways of working

Progress is monitored using a small set of people and business metrics—retention, time-to-fill, engagement, performance distribution, leadership bench strength—so the transformation can be refined over time.

The journey focuses on capability-building, not just policy changes: creating a workforce and HR function that are better aligned, more data-informed, and able to support the organization’s growth and transformation long after the initial project is complete.

Their thorough approach to risk management gave us confidence in our financial reporting and internal controls.

New York

Thanks to their detailed evaluations, we identified key areas to strengthen our accounting processes effectively.

Chicago