Built on the belief that People strategy is business strategy.

I've spent my career on the People side of growing organizations — HR, People Operations, performance management, leadership development, and the infrastructure that holds it all together. What I kept seeing was the same gap, over and over: businesses that had outgrown their informal People practices but weren't ready, or didn't want, to build a large internal People executive team.

That gap is expensive. It shows up as managers who were never taught to manage, performance conversations that don't happen, and infrastructure that gets duct-taped together under pressure. None of it is anyone's fault — it's just what happens when growth outpaces the systems meant to support it.

I started Pillar to close that gap directly. Not as a staffing firm, not as HR outsourcing, and not as a large consulting practice running a standard playbook — but as a boutique advisory partner who sits with leadership teams and builds the specific structure their organization needs.

The name is intentional. A pillar holds weight so the rest of the structure can do its job. That's the role I want Pillar to play for the organizations we work with — the foundation underneath the people who are building something.