An operator first. A creator second. A consultant never.
I run HR for a living. I write about it every day. I advise HR tech companies because they want the brain of someone still doing the work.
VP of HR. Real team. Real problems.
I'm the VP of HR at a global RPO firm. That means I lead the full HR function for a company that hires, places, and manages talent across healthcare, tech, manufacturing, financial services, and a dozen other verticals. I have a real team under me. I have a real P&L impact on me. I sit in real meetings where the answer isn't in a textbook.
I'm responsible for everything you'd expect a VP of HR to own. Recruiting metrics, retention, engagement, comp, compliance, culture, leadership development, executive reporting, and the handful of things nobody puts on the org chart but somebody has to handle. I do this work because I love it. I've done it long enough to know what actually moves the needle and what's just noise dressed up as strategy.
I'm not planning to leave it either. The writing and the advisory work don't exist because I'm trying to escape the function. They exist because I love the function and want to push it forward from inside it.
The field deserves a voice that lives in it.
I started writing on LinkedIn because I was tired of seeing HR content that sounded like it came from people who stopped doing the work 10 years ago. No offense to the consulting class, but there's a difference between explaining HR and doing HR. The explanations miss the texture.
So I write. Every day. Sometimes it's a story from the week. Sometimes it's a take on a leader I watched get it right or get it wrong. Sometimes it's a rant about a tool that promises the world and delivers a spreadsheet. The point is always the same: give HR practitioners a voice that sounds like the chair they're actually in.
I started posting in May of 2025. In under a year, I went from zero to nearly 30,000 followers. No paid amplification, no engagement pods, no buying followers. Just reps and a voice that didn't try to sound like anyone else. Most of the people reading me run HR, lead HR teams, or buy HR tech. That's not an accident and it didn't take a decade. I built it on purpose by never writing for anyone else.
The brain of someone still in the chair.
HR tech companies hire me as an advisor because they want honest product feedback from someone who'd actually use the thing. Not a consultant who left the function five years ago. Not an analyst who's never run a hiring plan. Someone whose team will either adopt the product or quietly ignore it.
My advisory work isn't HR consulting. I don't do org redesigns for hire. I don't write policy frameworks. What I do is sit next to founders and product leads at HR tech companies, use their product like a customer would, tell them what I actually think, and then tell the audience I spent years building about the ones that are worth their time.
It's a small number of partners on purpose. 3 to 5 at a time, maximum. Four posts a month is the ceiling per partner because my audience notices when a feed turns into a commercial. If I'm not willing to stake my name on your product in front of a CHRO I respect, I'm not going to do it publicly either.
Three things I built everything on.
People before policies.
Handbooks don't build cultures. The moments between the lines do. Every tool, every process, every policy should serve the humans it touches, not the other way around.
Operators tell the truth.
The best ideas in this field come from people who still have skin in the game. If your HR advice sounds like it could come from anyone, it probably did. I try never to sound like anyone else.
HR is a competitive advantage.
Not a support function. Not a cost center. Not the fun police. When it's done well, HR is the difference between a company that compounds and one that leaks its best people. I've seen it happen both ways.
A few things worth knowing.
I'm a husband. I'm a dad. I'm the kind of person who will have the real conversation instead of the easy one, which makes me a pain to interview with and a gift to work for. I believe in humor at work. I think most meetings are too long. I think most strategies are too complicated. I think most leaders overthink what their people actually need, which is to feel seen.
Humans before title. That's the whole brand in three words. I mean it.