About Us
I've built People Ops from the inside. Now I build it for you.
The Anti-HR HR Partner.
I didn't start Super Simple HR because I wanted to do HR.
I started it because after more than 20 years inside startups, I kept seeing the same pattern: great companies don't struggle because they ignore people. They struggle because nobody built the systems needed to scale them.
I've spent my career helping companies navigate rapid growth, including three IPOs, four exits, and organizations ranging from early-stage startups to companies with hundreds of employees. I've worked alongside founders and executive teams as they hired leaders, redesigned organizations, built compensation programs, developed managers, and prepared for the next stage of growth.
Today, I bring that experience to growing companies as a fractional People leader.
My job isn't to create more HR. It's to help founders build a people function that makes the business stronger, managers more effective, and growth a whole lot less painful.
How I Work
No theater. No 40-page decks nobody reads. No frameworks borrowed from a company ten times your size.
Here's what that actually looks like:
I build what your stage needs, and nothing else. A 30-person company doesn't need the same performance system as a 300-person one. I'm not going to sell you one just because it's in my back pocket.
You get a straight answer, not a diplomatic one. If something's not worth doing yet, I'll tell you. If you're about to make an expensive mistake, I'll tell you that too — before you make it, not after.
The first 30 days are about seeing clearly, not building fast. I start by understanding what's actually happening in your company — where the gaps are, what's fragile, what's about to break — before I touch a single policy or process.
Proof, not Promises
At a Series C life sciences company that grew from roughly 12 to 30 employees in six months, I built the company's first formal compensation architecture from scratch. We had no salary bands, inconsistent titles, and every offer was being negotiated independently.
Within a few weeks I created job levels, salary bands benchmarked to the local market, promotion criteria, and offer guidelines so hiring managers could move quickly without creating future pay equity issues.
At a fintech that grew from 60 to more than 130 employees in just 12 months while processing billions in annual payment volume, I helped build the operating system behind the company's growth.
From manager enablement and onboarding to job architecture, organizational design, performance management, and compensation philosophy, I created the scaffolding that allowed the business to scale without relying on heroics or institutional knowledge.
When a growing manufacturing company outgrew its PEO, leadership needed more than a new payroll provider. They needed the infrastructure to support the next stage of the business.
I led the transition from a fully outsourced model to an in-house people operation by selecting and implementing a new HRIS, standing up payroll and benefits, migrating employee data, redesigning onboarding, updating core policies, and building the internal processes managers and employees would rely on every day.
The project wasn't about changing systems. It was about giving the business greater control, better visibility into its workforce, and a scalable foundation that could support future growth without adding unnecessary complexity.