First I work out how the company makes money and where it loses speed, money and accountability. Then I build the HR system around that: org structure, payroll and KPIs, hiring, onboarding, analytics.
16 years
in HR, five of them as HR Director in companies of up to 3,000 people
$200–300k
in profit gained by companies in my projects through lower costs and payroll
300+
managers and key specialists found over years of executive search
2000+
employees trained in a project at a large manufacturing plant
Symptoms
A new recruiter or one more bonus won't close them. First you need to see the HR system as a whole and work out what it costs the business.
Services
You can start with a one-off diagnostic or bring in an outsourced HR Director. It depends on the scale and the task.
The main value of an HR audit
My job is to show the owner and management the real picture, identify where the business loses money and efficiency through HR processes, and propose a concrete change plan.
Case studies
Figures from projects where I was responsible for HR end to end. Company names are not disclosed.
1,400+ employees on site, HR team of 11
2%
staff turnover
HR team of 9, reporting to the founder
−30%
payroll after moving to a KPI model
800 employees, 11 branches
110–140%
sales plan achievement
1,000+ employees, branches built from scratch
2 days
time to fill a position
Industries I have worked in
A 30–40 minute call: what is happening in the company and what you want to get. Free.
Not HR, but the business: how the company makes money, where it is heading, where it loses speed, money and accountability. I look at the numbers and talk to key people.
Org structure, functions and roles, processes. Who decides, who is accountable, who controls. Then we select and strengthen people to fit that design.
Once it is clear who is responsible for what, we can tackle KPIs, pay, the talent pool and analytics. I support the work myself or strengthen your HR team.
About me
16 years in HR, five of them as HR Director. At 21 I opened my own recruitment agency and spent seven years finding managers for companies in Uzbekistan. Then I worked in manufacturing, retail, distribution, automotive and call centers, and almost everywhere the HR function had to be built from scratch. Since 2018 I have advised companies on org structure, pay and HR transformation.
«I believe in a simple order: first understand what the business needs, then build the system around it. Not the other way round.»
FAQ
Companies of several hundred people that have grown fast or are restructuring get the most out of it. An audit is useful for a small business too: it is easier to bring order now than to deal with the consequences later.
It is how candidates, employees and people who have already left perceive the company. It is built not by job ads but by a person's whole journey in the company, from the recruiter's first call to the last working day. A good employer brand makes hiring cheaper and helps retain people.
You get the experience of an HR Director without paying for a whole department: salaries, taxes, workstations. It suits companies that need systematic work with people but don't yet need a large HR department.
Document templates and procedures, allocation of responsibilities, setting up records in 1C:ZUP and training the people who will maintain them. So that an inspection doesn't turn into a fire drill.
Hiring and onboarding get noticeably better, and HR starts talking to managers in the language of numbers. Then people come to HR for decisions, not only for paperwork.
Leave your contact details and I will get in touch within a day. I'll ask a couple of questions about the company and tell you where I would start. The first consultation is free of obligation.