Workforce planning
What roles you need, when you need them and what they will genuinely cost, mapped against where the business is heading.
Strategic HR & planning
People decisions are now business decisions.
At ten employees you can hold the whole company in your head. Somewhere past twenty five you cannot, and the things that used to work stop working. This is the service for that stretch, and for whatever comes after it.
Works with owners directly
Plans sized to your budget
No consultant deck theatre
Not a PEO
What this is for
What worked at ten people stops working at thirty.
Nothing breaks loudly. It just gets gradually harder to run, and the owner ends up in every decision because there is nowhere else for them to go.
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01
Everything still comes back to you
You have managers now, but they escalate rather than decide, because nobody ever defined what they are allowed to decide.
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02
You need four people next year and no idea what that costs
Not just salary. Benefits load, recruiting time, onboarding, equipment and the management capacity to absorb them. The number is always bigger than the offer.
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03
Your best supervisor is the single point of failure
If they leave, you are in trouble, and everyone knows it including them. Nobody is being developed behind them.
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04
Good people are leaving and the exit interviews all say the same thing
Not pay. No path, no feedback, no sense that anyone noticed. That is a fixable problem, but not while you are busy replacing them.
We help build HR practices that can grow with your business.
What is covered
The bigger picture, with the owner in the room.
Brandi's full strategic list, from headcount planning through to the people who will run it.
Organisational structure
Who reports to whom, what each layer decides, and roles and responsibilities that stop everything escalating to you.
HR budgeting and compensation strategy
What the people side of the business costs next year, and a pay strategy that fits the budget rather than fighting it.
Leadership and manager training
Developing the people who have to run the day to day, so that capacity gets built rather than borrowed from you.
Retention and engagement
Why people stay and why they go, addressed while they are still here rather than discovered at the exit interview.
Succession planning
Who could step up, what they would need first, and what happens if a key person leaves next quarter.
Change management
Restructures, new locations, acquisitions and growth spurts, planned and communicated so they do not cost you good people.
Policy and process development
The HR practices and processes that have to exist as you scale, built once properly rather than improvised repeatedly.
How it works
Three steps, and none of them is a strategy deck.
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1
We start with the business
Where you are going, how fast, and what that actually requires in people. The HR plan comes second, not first.
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2
We build a plan you can afford
Headcount, structure, cost and sequence. Sized to your budget, with the order of operations that makes sense for you.
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3
We stay through the doing
Plans are the easy part. We stay involved through the hiring, the restructure and the manager development that delivers it.
This is a fit if
- You are somewhere between twenty and a hundred and fifty people
- Every decision still routes through the owner
- You are planning growth, a second location or a second state
- You want someone to think about this with, not a report
Probably not if
- You want a strategy document and no involvement afterwards
- You are looking for an interim CHRO for a large organisation
- You are looking for a PEO to take your employees onto their books
On the first one, we would rather not. A plan handed over and left is a plan that does not happen, and we would be taking money for something we know will sit in a drawer.
Client stories
What changed for them.
They have been an invaluable resource for our leadership team. Their advice is straightforward, thoughtful, and focused on protecting both the company and our employees.
Having someone manage the HR details behind the scenes has freed our leadership team to focus on actually running and growing the business.
They have become a trusted extension of our team. Their knowledge, professionalism, and responsiveness have made them an important part of how we operate.
Questions
What owners ask about strategic HR.
The difference is what happens after the conversation. A consultant delivers a recommendation and leaves. We stay through the hiring, the restructure and the manager development, which is where plans usually fall apart. If you want a document and no involvement afterwards, we are probably not the right fit and will say so.
Twenty five is usually exactly when it starts to matter. It is the point where the owner can no longer hold every person and decision in their head, and where the habits you set now either scale or have to be undone at sixty.
Ongoing support handles what is in front of you this week. This is the work on where the business is going and what it needs in people to get there. Most clients have both, and the strategic work is usually a smaller number of deeper conversations across a year.
Both, and usually the leadership team as well. Structure and manager capability cannot be changed by the owner alone, and the managers who have to live with the structure tend to have the most useful views about it.
Yes, and it is worth starting early. A second state affects registration, pay rules, required notices, leave entitlements and often your handbook. Some of it has to be in place before the first employee starts, so the planning conversation belongs well before the hiring one.
It depends on scope and how involved you want us. Some of this is a handful of sessions across a year. Some is a standing seat at your leadership meetings. Book a call and you will have real numbers in that conversation.
Tell us what is on your plate.
Twenty minutes, no pitch. Brandi will tell you what she would take on, what she would leave with you, and roughly what it costs. If you are not ready for us yet, she will say so.