People and Culture leadership across Walmart, Apple, Starbucks, Amazon Logistics, LCBO, and Loblaws, plus multi-site healthcare and global digital retail operators.
Pick the one that sounds like your business.
You need the basics done properly. A handbook, clean hiring, pay that makes sense, and someone to call when something comes up. Without adding a salary you cannot justify yet.
Get the foundations right →You are hiring ahead of your systems and it is starting to show. Org design, pay structure, and manager capability all need attention before something breaks.
Bring senior HR into the room →You have a specific piece of work to scope. A compensation review, an org redesign, an investigation, or interim HR leadership while you run a search.
Scope the work →Most engagements are some combination of these, sequenced against what the business is trying to achieve.
Most fractional HR engagements spend ninety days diagnosing. I move faster, in a deliberate order.
Your priorities, your leaders, the HR work already in motion. I resist the urge to fix anything in week one.
A people strategy tied to your business priorities, not a generic HR roadmap. One page you would be happy to take to a board.
We agree on sequence, urgency, and owners. Disagreement surfaces here rather than halfway through execution.
Stabilise whatever is burning, then ship the first visible win. You should see something real inside thirty days.
None of these were solo wins. Each one was delivered with the leaders and teams behind it.
Market HR lead for more than forty Walmart stores and seven thousand associates, supporting over two billion dollars in annual revenue.
Led the tiger team behind a national hourly wage redesign at Starbucks Canada, delivered ahead of schedule. Recognised with the Bell Ringer Award.
People strategy through peak at Amazon Logistics Canada. Volume rose 18% year over year and the team finished first in North America.
Built and rolled out a labour risk curriculum across Canada, delivered alongside operations rather than at them.
Engagement up twenty points in twelve months across a unionised supply chain network, with grievances down twenty percent at the highest risk sites.
You tell me what is going on. I tell you whether I can help, and if I cannot, who I think can. Both outcomes are useful.
