Fractional CHRO.

The situation

Somewhere between 50 and 300 people, the way a company handles people stops scaling. The founders are still approving every offer, mediating every conflict, and answering every policy question. Hiring is urgent but unstructured. The first people problems with real legal and reputational weight start landing on desks that already have too much on them.

A full-time CHRO feels premature: the cost is hard to justify, and the right person is hard to find. So the gap stays open, and it quietly becomes the riskiest seat in the company.

What it looks like in practice

• A founding team heading into a big hiring year with no workforce plan, no salary bands, and offers decided by whoever negotiates hardest
• A first round of exits handled informally, until one goes wrong and everyone realises there is no process at all
• An HR team of one or two capable people who execute well but have nobody senior to set direction or coach them
• A board that starts asking people questions the company cannot answer with data

How I help

I step in as your senior HR leader on a part-time basis. That means owning the people agenda end to end: the strategy, the operating rhythm, and the hard calls, while building the systems and the internal team that will run things after me.

Concretely, that is a people roadmap tied to your growth plan, the core infrastructure (bands, levels, policies, reviews), coaching for your existing HR team, and a steady hand in leadership meetings. When the company is ready for a full-time CHRO, I help you hire them and hand over cleanly.