High-growth AI company
Headcount growing faster than leadership capability, with complex Employee Relations matters landing on the executive team.
Context
A rapidly scaling AI company with teams in the U.S. and abroad, adding people faster than management capability, and a small internal HR team carrying senior-level decisions.
The challenge
Managers were promoted quickly and were navigating performance, conflict and retention conversations without a consistent approach. Several sensitive employee matters were escalating to the executive team.
What was at risk
Executive attention, the retention of high-performing engineers, and the credibility of a young HR function.
Outcome
Sensitive matters were handled earlier and more consistently, and the executive team stepped out of day-to-day people escalations.
The approach
- · Assessed leadership and manager capability against the next stage of growth
- · Coached executives and managers on live, specific situations
- · Advised the internal HR team on complex Employee Relations matters
- · Built a workforce plan tied to the operating plan rather than headcount targets
Decisions that got easier
- · Where to invest in manager capability versus new senior hires
- · How escalation paths would work between managers, HR and executives
- · Which roles genuinely needed to be filled in the next two quarters
What changed
- · Managers handled difficult conversations without escalation by default
- · The HR team gained senior air cover for complex matters
- · Workforce planning became a business conversation, not a headcount request
Case studies are anonymized and describe the nature of the work rather than identifying clients. Figures are omitted unless verified.
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