Employee relations.

The situation

Every company eventually faces the people situations that cannot be improvised: a grievance between colleagues, a misconduct allegation, a senior exit turning hostile, a policy gap that becomes a conflict at the worst possible moment.

Handled well, these moments build trust. Handled casually, they become legal exposure and a story employees tell each other for years.

What it looks like in practice

• A misconduct complaint that needs a fair, documented process, and leadership is not sure what fair looks like
• A senior exit where the relationship has soured and the risk of it spilling out is real
• Managers avoiding hard conversations until a performance issue becomes a termination issue
• Teams in multiple countries where what is standard practice in one place is a violation in another

How I help

I bring fifteen years of handling exactly these situations, across consulting and high-growth companies, in multiple jurisdictions. Sometimes that means running the process with you live. More often it means building the foundations before you need them: sensible policies, a grievance framework people trust, and managers trained to have hard conversations early.

The goal is always the same: fair to the individual, safe for the company, and quiet enough that the rest of the team can keep working.

I can also support these conversations directly as a neutral party: sitting in on or leading grievance discussions, difficult exits, and conflict conversations where an independent person in the room helps everyone be heard.