Most HR functions are built to manage. I build them to scale. I've sat at the executive table as a true business partner — not a support function. My work lives at the intersection of people strategy and operational outcomes: the decisions around talent, structure, leadership, and culture that determine whether a company can actually execute on its ambitions. My most formative work happened at ACERTUS, a national automotive logistics company where I inherited an underdeveloped HR function and rebuilt it from the ground up. By the time I left as SVP, People & Culture, we had: • A 14-person HR organization spanning talent acquisition, L&D, total rewards, HR operations, benefits, payroll, and internal communications • A national workforce of ~1,000 employees across 40 states — stabilized, direct hire, and engaged • $200K+ in annual retention savings through redesigned workforce and recruitment strategy • HR integration completed for three acquisitions representing 300+ employees • A 10-point engagement increase among our frontline driver workforce • Full enterprise HRIS transformation to UKG Pro • A $2M People & Culture budget aligned to business performance I was promoted twice in under two years — from HR Business Partner to VP to SVP — and joined the executive leadership team, reporting to the CEO. Today, through SRV HR, I serve as a retained fractional VP HR for founder-led and growth-stage companies that need executive-level people leadership without the full-time overhead. My clients span wealth management, healthcare, industrial services, and creative industries. What I'm looking for: HR leadership roles — CHRO, VP HR, Chief People Officer — where the function needs to be built, rebuilt, or elevated. I do my best work in environments where HR is expected to be a business driver, not a back-office function. Open to conversation. Let's connect.