Four practices covering how a talent function is designed, built, led and measured. Engagements are scoped to a defined question, not sold as a retainer by default.
Strategy, operating model and workforce planning.
Where the talent function should sit, what it should own, and how it should be resourced. We work with leadership teams on operating model design, workforce planning against the pipeline, and the hard trade-offs between building, buying and borrowing capability.
Talent acquisition set up properly, from scratch or from a mess.
For organisations hiring at pace without the infrastructure to support it. We design the process, select and implement the tooling, write the governance, and leave a function your own people can run — not a dependency on us.
Senior talent leadership without a permanent hire.
A fractional Talent Director or Chief People Officer for organisations that need the judgement but not yet the headcount — through a funding round, a scale-up phase, a transformation, or the gap between permanent leaders.
Knowing what your people can do, and what happens next.
Skills mapping against where the business is going, honest succession planning for the roles that would hurt to lose, and development that is aimed at a defined gap rather than bought off a shelf.
Deliberately short at the front. We'd rather scope accurately than sell broadly.
An hour on what's actually stuck. No charge, and no obligation to go further.
A written definition of the question, what we'd deliver, the timeframe and the cost. Fixed where it can be.
Done with your team rather than to them, so the thinking stays in the building.
Documented, trained out and owned by your people. We're happy to be finished.
Most clients aren't at first. Describe the symptom — the slow hire, the leaver you couldn't replace, the function that never got built — and we'll tell you which question it really is.