Fractional HR Leadership
When the organisation has outgrown its people architecture, but hiring full-time feels premature.
I work with scaling and transitioning organisations at the point where structure starts to strain. Decision rights are unclear. Roles overlap. Regional expectations pull against global direction. Costs rise before capability does. Leaders spend more time resolving friction than moving the business forward.
Hiring a full-time senior HR executive at this stage often feels premature. Leaving things as they are carries its own risk.
I provide fractional and interim HR leadership at HR Director and CHRO level, working closely with the CEO and leadership team. The work is structural — redesigning how decisions get made, clarifying accountability, and putting governance around workforce growth. The focus is on structural clarity, not increasing the volume of HR activity.
Engagements are time-bound and clearly scoped, typically between half a day and two days per week, and run three to twelve months. Most advisory value is created outside meetings — conversations are used to clarify, test, and validate, not to run programmes or manage delivery. The engagement is designed to be light, focused, and decision-led. Deliverables — operating model documentation, decision-rights frameworks, governance architecture — are agreed at the outset.
I also work alongside internal teams and advisory firms as a specialist contributor on defined workstreams — operating model design, governance, decision rights, and cross-border structure — where the engagement requires depth that generalist capacity does not cover. In that context, the work is scoped tightly, delivered without creating dependencies, and designed to fit inside a larger effort without slowing it down.
Areas of focus
Areas of focus vary by engagement but typically include:
- Organisational structure and role clarity
- Decision-rights mapping and escalation pathways
- Workforce planning during expansion or restructuring
- Leadership alignment and operating cadence
- People-risk oversight in complex or cross-border settings
Some mandates are transitional. Others are a defined reset. In either case, the measure is the same: decision-making, accountability, and leadership rhythm should be clearer at the end than at the start.
Background
My background includes senior regional HR leadership at GE, Goldman Sachs, Meta and Braze across more than 35 countries in APAC, Sub-Saharan Africa and EMEA. I have worked inside large matrixed environments and high-growth technology firms. The work has included crisis governance, mobility transformation, regional build-outs and operating model redesign. GROW HR was established in 2020. Since 2025, I work primarily in fractional and interim mandates.
Related: People & Governance Diagnostic · AI Readiness Diagnostic
Get in touch