Consulting and Coaching Services
When templates aren’t enough
Most people operations challenges have two layers. The first is documentation — the policies, procedures, and frameworks that give a growing business its HR infrastructure. The template suite handles that.
The second layer is judgment — knowing which process to run and when, how to handle the situation that does not fit the template, how to build an HR function that actually works for the business rather than just existing alongside it, and how to lead people through the moments that matter most. That is what consulting and coaching are for.
Coaching Services
Senior HR expertise, applied to your specific situation
People Stack Now consulting engagements are practical, focused, and delivered by a senior HR professional with over sixteen years of experience across regulated industries, health technology, and high-growth environments.
We do not run discovery phases that last three months. We do not deliver reports that sit on a shelf. We work with you on the specific challenge in front of you and help you resolve it — with the knowledge, documentation, and capability to handle similar situations yourself going forward.
For the person carrying the people function
Coaching is for the individual navigating the specific challenges that come with building and leading people in a fast-moving organization — not for the organization itself.
It is for the first HR hire who has joined a company that has never had HR before and is building the function, the culture, and their own credibility simultaneously. It is for the people manager who has been promoted quickly and is leading a team that is larger, more complex, or more senior than anything they have managed before. It is for the founder who has discovered that managing people is a completely different skill set from everything that got the company to this point.
What coaching covers
Coaching conversations are led by what you are navigating — not by a fixed curriculum. Sessions are focused, practical, and grounded in the reality of what you are dealing with. Typical areas include:
For first HR hires and HR leads Building credibility and commercial influence as a solo HR function. Setting up people processes that founders and managers will actually follow. Navigating the tension between what the business needs and what the culture will accept. Preparing for growth — hiring your first HR team member, building the case for headcount, and deciding what to build versus buy versus outsource. Managing upward in an organization where HR is new and its value is still being demonstrated.
For people managers The transition from individual contributor to people leader — the mindset shift, the first 90 days, and the habits that determine whether you become the kind of manager people want to work for. Performance conversations, including the difficult ones. Managing underperformance before it becomes a formal process. Building a team culture deliberately rather than accidentally. Giving feedback that changes behaviour rather than feedback that is received and forgotten.
For founders Understanding the people leadership obligations that come with building a team — not as an HR exercise, but as a commercial and cultural one. Knowing what good looks like, what the risks are, and how to build an organization that can attract and retain the people the business needs to succeed.
How coaching works
Discovery call. A 30-minute conversation to understand where you are, what you are navigating, and whether coaching is the right support for your situation. No commitment required.
Engagement structure. Coaching engagements are typically structured as monthly sessions over a defined period — usually three to six months — with the option to continue or adjust as the work evolves. Each session is 60 minutes, focused on a specific challenge or decision you are navigating, and closes with a clear next step.
Between sessions. Brief asynchronous support between sessions — a question, a gut check, a document review — is included. Coaching is not a once-a-month conversation with nothing in between.
Confidential. Everything discussed in coaching is strictly confidential. The session is a space to think clearly about difficult situations without the constraints of what you can say to colleagues, managers, or investors.
Consulting Services
Building your people function from the ground up
For companies at the point where informal people management is no longer sufficient — typically between 15 and 50 employees. We assess what is in place, identify what is missing, and build or implement the frameworks, processes, and documentation that give the business a professional HR foundation. This includes the employment lifecycle end to end: hiring process design, onboarding, performance management, compensation structure, and the policy library required to operate compliantly across your jurisdictions.
Performance and people management frameworks
Designing or redesigning performance management systems that actually work in a fast-moving environment — moving beyond the annual review cycle to continuous performance management, OKR frameworks, structured 1:1 processes, and the calibration tools that ensure consistency across managers. Includes manager capability building: giving the people leading your teams the frameworks and confidence to have the conversations that matter.
Compensation and reward
Building a compensation framework from scratch — philosophy, job architecture, salary banding, benchmarking, and the pay equity audit process — or reviewing and restructuring an existing approach that has become inconsistent as the business has grown. This includes preparing for pay transparency obligations under emerging legislation across Ireland, the UK, the US, and Australia, and advising on equity and share option policy.
Employee relations and complex HR matters
Navigating disciplinary processes, grievance procedures, investigations, redundancy programs, and the high-stakes employment situations that require experienced judgment as well as process knowledge. Available for standalone matters or as ongoing retained support for HR leads who need a senior sounding board.
Fundraise and due diligence preparation
Preparing the people infrastructure, documentation, and data that investors and enterprise customers expect to see — employment contracts, policy library, workforce metrics, compensation structure, and the governance frameworks that signal organizational maturity. Having done this work before due diligence, rather than during it, is the difference between a smooth process and a difficult one.
Multi-jurisdiction HR
For businesses operating across Ireland, the UK, the United States, Canada, and Australia — advising on the employment law obligations, jurisdictional differences, and compliance requirements that apply when a team spans multiple countries. Includes employment contract review, policy localization, and the specific obligations that arise in regulated industries including health technology.
How We Work
Discovery conversation. Every engagement starts with a focused conversation about where the business is, what the specific challenge is, and what a good outcome looks like. This is not a sales meeting — it is a working conversation. You will leave it with clarity on the problem and at least one thing you can act on immediately, regardless of whether we work together.
Scoped engagement. Most consulting engagements are scoped as a specific deliverable with a defined timeline — not an open-ended retainer. We agree in advance what will be produced, what decisions will be made, and what the business will be able to do independently at the end. Fixed-fee where the scope allows; day-rate for ongoing or variable work.
Direct access. You work directly with a senior HR professional throughout the engagement — not with a junior consultant supervised by someone you meet twice. The experience you are paying for is the experience you get.
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