Four ways to work with The People Strategy.

Ongoing, confidential access to senior people advice, available for the conversations that the most consequential people decisions require.

Structured monthly working sessions. Ad hoc calls when something urgent comes up. A private channel for the questions that cannot be raised inside the organisation. A peer to think with, at the seniority level where peer thinking is hard to find.

• ·CEOs of mid-market and growth-stage businesses with an existing HR function or CHRO.
• ·Group CHROs who want a peer thinking partner outside their own organisation.
• ·Family office principals running operating businesses, where the internal team cannot always be the place to think the people questions through.
• ·Founders who have reached the point where their internal team is too close to the questions they most need to think about.

• ·A structured monthly working session, typically 90 minutes.
• ·Ad hoc calls and message-based input between sessions, for urgent or in-the-moment thinking.
• ·Senior input on succession, leadership team dynamics, organisational design, executive hiring and board-level people topics.
• ·Access to TPS Intelligence where relevant to the scope of work.

Engagements run as ongoing monthly retainers, with a minimum three-month initial commitment to allow the relationship to settle. The exact structure is shaped in the first conversation.

Senior people leadership embedded in your leadership team, structured around the time commitment that fits your organisation. This can mean Lynne joining your leadership team as a fractional CHRO, or a carefully selected senior HR professional placed within your organisation. Each arrangement is flexible and shaped around what your organisation needs.

Typically four days a month, or an agreed number of days depending on the size and complexity of the business. Present in leadership team meetings, available to the CEO and the board for the people decisions that matter, and holding the strategic people agenda for the company.

• ·Founder-led or CEO-led businesses in their growth or scaling phase.
• ·Organisations with an HR manager or operations lead handling people work, but no senior People voice at the leadership table.
• ·Companies preparing for a funding round, regional expansion or transition where senior people decisions will be exposed.
• ·Family offices or PE-backed mid-market businesses where a full-time CHRO is not yet justified.
• ·Regional subsidiaries of multinationals that are too small for a regional CHRO but too large for ad hoc HR.

• ·Embedded presence at leadership team meetings.
• ·Ownership of the strategic people agenda: succession, leadership development, organisational design and capability planning.
• ·Direct support to the CEO on senior hires, executive transitions and board-level people topics.
• ·Oversight of the existing HR function, with coaching for whoever runs HR day to day.

Engagements typically run six to twelve months as a starting commitment, structured as a monthly retainer based on the time commitment that fits your organisation. The exact structure is shaped in the first conversation.

Some people challenges have a clear shape and a clear deadline. A leadership team needs to be rebuilt. An organisation needs to be redesigned for a new phase. An acquisition needs to be integrated. A regional expansion needs senior people infrastructure built around it.

HR Projects are defined in scope, structured around the work and delivered with senior judgement and operational rigour, then handed back.

• ·Organisational design and restructure, covering structure, role design and capability planning.
• ·Succession planning across the executive team, including senior assessment and development planning.
• ·Leadership team rebuilds, including team assessment, role realignment and senior hiring support.
• ·People strategy design for a new phase of growth or geographic expansion.
• ·Post-merger integration of people functions, leadership teams and cultural systems.
• ·Founder transition planning, including governance, succession and leadership team readiness.

Projects typically run between two and six months, depending on scope, and are priced as defined-fee engagements with clear deliverables and milestones.