Strong People. Strong Organizations.
Most companies don't have a People problem. They have a People function still built for the size they used to be. Pillar rebuilds it for the size you're becoming, without making you hire a VP of People to get there.
Employees. Big enough that the founder, the COO, or an overstretched HR team can't keep solving People problems one at a time. Not yet big enough to justify a full internal People executive. Pillar fills that gap.
You've probably outgrown your People function when...
None of these are isolated HR problems. They're signs the People function hasn't caught up with the organization. That's where Pillar comes in.
Here's what that actually looks like.
Built for Tuesday, not the deck
Every recommendation gets one test: would a manager who's slammed today actually do this? If not, it gets simplified until it is.
Priced for what you actually need
Senior People counsel, scoped to your business. Not a full executive hire you don't need yet.
Managers first
A policy that only lives in a handbook nobody reads doesn't change anything. Manager behavior does. That's where we start.
Still here after the kickoff
We stay engaged long enough to see whether what we built holds up under real pressure, not just in the first month.
Four ways we help growing organizations.
People Strategy & Operations
The plan changes when your business plan changes, not once a year at a leadership offsite.
People Infrastructure
Comp bands, job architecture, and the policies that keep two managers from making two different calls on the same situation.
Leadership & Manager Development
New managers usually get a title change and no training. We fix the second part.
Fractional People Leadership
Someone in the room who's done this before, without a six-figure executive search.
Assess. Align. Build. Strengthen.
A lot of consulting frameworks end at a recommendations deck. Ours ends when the new system survives its first bad week without you.
Jason Surmaceviz
FounderCompanies often wait too long to fix their People function, then overcorrect by hiring a VP of People before they need one. I started Pillar for the space in between: real expertise, on a schedule that fits where the business is.
I've spent my career in HR and People Operations doing the unglamorous work: writing the policy nobody wants to write, having the conversation a manager's been avoiding, fixing the process that quietly broke months ago and nobody flagged.