HCRP is an advisory and consulting firm that helps organizations think differently about how to architect and implement their people practices. In an embedded, but flexible, outsourced model, we bridge HR capability gaps for companies during growth, transitions, and capability/capacity builds. Our goal is to ACCELERATE IMPACT. The focus on talent, teams and the well-being of our employees and communities has put the human capital function in the spotlight, and business leaders, boards and investors are recognizing the impact and importance HR has on executing the organizational strategy and the challenges of gaps in leadership or expertise. We help companies accelerate time to impact by providing deep domain expertise and perspective on an interim, fractional and project-basis, complementing or augmenting existing teams during times of high growth, rapid change or when roles are vacant (e.g., during a search). We focus in five strategic areas: 1. HR Strategy & Design: Supporting C-suite or CHROs or Interim Vacancy Consulting2. Performance Coaching: Perspective & Experience to Accelerate HR Leader Development3. Rewards & Well-Being: Depth in Executive & Broad-Based Compensation & Well-Being4. Talent & Growth: Expert in Talent Acquisition, Employee Experience & Development5. Operations & Technology: Experts in Technology, Analytics, ESG, GlobalizationAs companies scale and manage through transitions, understanding capabilities is critical; we help assess readiness, identify strengths/gaps, develop the HR strategy and roadmap and provide expertise to support implementation with practitioners who have decades of experience across early-stage, start-ups to large, global, operating companies in technology, life science and professional services, all in a flexible, on-demand model supporting today’s dynamic business needs.We all are passionate about what we do and welcome the opportunity to explore how we can help accelerate your teams’ potential and impact.

Adjunct Professor for Total Rewards (Compensation, Rewards & Benefits) in the Fowler School of Management at SDSU; prior to joining the School of Management, was an Instructor in Talent, Total Rewards and HR Overview and the Professional Advisor for the HR Certification Program at SDSU, responsible for ensuring the curriculum met the educational Learning Objectives, and an Instructor in Total Rewards and Employee Engagement in the HR Certification program at UCSD. Teaching human capital helps me stay current, stay connected to the college demographic and is a way to invest in the next generation of HR professionals.

Executive responsible for our People & Places for this highly successful public, global bio-pharmaceutical. Joined as part of a new leadership team to lead, elevate and scale the organization's people, communications and workspaces capabilities as part of a comprehensive organizational transformation. Created a strategic vision for people practices, implementing the infrastructure and programs to reinforce a culture of purpose, meritocracy, transparency and impact; transformed and elevated the human capital function by implementing a multi-pronged, phased strategy to enhance HR outcomes, including transforming the approach to global talent acquisition, introduction of talent reviews and a HIPO program, selection and implementation of an new technology and analytical platforms, re-engineering pay-for-performance programs, overhauling the performance management programs and unifying global HR practices. Championed a talent mindset – talent is the differentiator; re-purposed and implemented talent strategies to enhance hiring, retention and development; lead a cross-functional team to re-shape and re-brand the employee value proposition. Successfully reshaped and rebranded the internal communication strategy, implementing multiple platforms to connect with employees, including quarterly “Feed the Mind” sessions, weekly digital outreach, new/more frequent internal communications and a creative external branding campaign.  Evolved and cultivated company vision and values through HR and other business practices and philosophies; ensured our policies, reward systems and selection processes married these values to strengthen the alignment company-wide.

Business executive in charge of Human Capital, Learning and Internal Communications for the global leader in data analytic software and solutions. Brought in to professionalize the HC team and establish a new strategy, vision and ethos for the people practices and shepherd the company through a significant business and cultural transformation. Successfully built and reshaped the human capital team (of 200+) into a truly world-class team, one team member at a time, careful to bring together individuals who would strengthen the core, provide diverse perspective and wanted to shape our future. In less than 18 months we completely changed the trajectory of the company by creating a culture of high performance and accountability by anchoring on principles not policies and through discipline, compassion and consistency, and Human Capital led the charge.

Executive leading a human capital and internal communications team of 80 (50 of which are outside the US) supporting and enabling employees in 25+ offices worldwide.Recruited with the mission to elevate and modernize the human capital function and shepherd the company through a major shift in culture. As a trusted advisor, confidant & business partner to executive team & Board, worked closely with both to achieve this mission. Beginning Day 1, used a playbook created (and enhanced over the past 10 years) to systematically evaluate the current state and identify gaps. Some of the initiatives/changes were simple, e.g., implementing an electronic signature program for onboarding documents, others more complex and took time, e.g., restructuring the HR team & HR service delivery model and evaluating HCM systems. The playbook is simple, but detailed and encourages speed over perfection, but also has built in a long-term view (Board presentation outlined a 3-year strategy) and allows for constant refining. It is not one-size-fits-all, but rather a framework that can be used and improvised on for any organization. The result was in very little time there was a clear change in the culture of the HR team that started to permeate the rest of the organization (as HR can and often does set the tone for the organization). This became the foundation for the organizational transformation that we have been refining and improving upon since.In addition to the ongoing transformation, oversee and continuously improve all the typical human capital "Keep the Business Running *("KTBR") responsibilities.

Executive in charge of human resources & employee communications for globally distributed workforce. Joined just before filed for IPO with a mission to mature and transform HR and provide executive leadership as the company evolved from a successful start-up to a mature operating company. - Created a professional human resources function, built on competence, quality, credibility & accessibility; drove measurable improvements across all functions from tactics (payroll/stock admin) to the strategic (culture, talent & potential).-Integrated/embedded HR BPs into business, including in Asia where it was rare; they were valued as advisors & partners by the business.Selected & groomed HR team that understood the internal business strategy, external business environment & organizational drivers to influence human capital outcomes, impact business performance & mitigate risk. -Built a cohesive culture, initially focused ensuring scalable practices for a high-growth business & evolved to introducing new or enhancing programs in support of the company’s growth & global footprint, maintaining the entrepreneurial spirit that drove the company’s early success, layering on at right time, structure, systems/processes necessary to operate efficiently as mid-size public company. After thorough systems evaluation, successfully implemented Oracle Fusion HRMS.-Extensively involved company’s IPO & multiple M&A transactions, including co-leading integrations. Developed playbook for integration strategies/tactics, effectively partnered w/ our consultants to successfully integrate teams across all functions & a worldwide footprint. -Worked closely with the Board & Compensation Committee on human capital initiatives, including significant work in the areas of executive & equity compensation, corporate compliance, M&A transactions & internal controls.