When the mandate has an HR dimension your team cannot cover.

WHEN A MANDATE REQUIRES A NAMED SENIOR HR PRACTITIONER

Some mandates arrive with an HR workstream that needs to be carried by someone who can appear credibly in the proposal, hold the scope independently, and deliver to a standard that holds up in front of your client. GROW HR works with consulting firms and advisory practices on exactly this basis.

The arrangement is a clearly scoped subcontract. Role, scope, and commercial terms are confirmed in writing before either party’s name appears in a client-facing document. GROW HR operates within your methodology and to your delivery standards — scoped to the workstream, and exiting cleanly when it is complete.

When consulting firms and advisory practices typically bring this forward

• A mandate includes an HR policy or people governance workstream that requires a named senior practitioner, and the firm does not have one available to carry it.
• A transaction or restructuring brief has a people risk dimension that requires an independent assessment, produced to board-ready standard, by a credible HR practitioner.
• An engagement has surfaced HR operating model questions — decision rights, governance architecture, cross-border workforce structure — that require specialist depth to answer credibly in front of the client.
• A proposal is being submitted that would be stronger with a named senior HR practitioner on the team.

What this covers

HR policy and procedure architecture
When the mandate requires a jurisdiction-specific HR policy framework — supporting procedures, standard templates, a compliance checklist, and guidance on benefit structures — built to the client’s own document standards and governance requirements. Scope and assumptions agreed before drafting begins.

People risk assessment
When a transaction, restructuring, or governance reset has a people-risk dimension that requires a senior, independent assessment before the client commits to a course of action. Structured one-to-one stakeholder interviews, written findings, a prioritised recommendation register, and a phased roadmap — produced to board-ready standard.

Operating model and governance advisory
When the engagement surfaces HR operating model questions — decision rights, governance architecture, cross-border workforce structure — that require a named senior HR practitioner to answer them credibly, within your engagement framework and to your client’s expectations.

How it works

The starting point is a conversation about the mandate— its scope, timeline, and client context. How GROW HR should be positioned within the engagement. If there is a fit, the subcontracting arrangement is agreed in writing before the proposal is submitted. GROW HR’s role, biography, and involvement are reviewed and approved before they appear in any client-facing document.

The same individual interview methodology used across all GROW HR diagnostic engagements applies here — structured one-to-one conversations, offline synthesis, and written output. Group sessions, surveys, and online tools are not used.

The work draws on more than 20 years of senior HR operating experience at GE, Goldman Sachs, Meta, and Braze across APAC, EMEA, and the Americas.

About the practice

GROW HR Consulting was founded by Alf Carlesäter in 2020 and operates across APAC, EMEA, and GCC. He has held senior regional HR leadership at GE, Goldman Sachs, Meta and Braze. He holds an ICF ACC coaching credential and is the author of When Systems Stretch (2025).

Get in touch

For an initial conversation about a specific mandate, get in touch directly.

If GROW HR is referenced in a proposal that is subsequently awarded, engagement as the named HR subcontractor for the agreed scope is expected to follow.