Meridian Logistics · 240 staff
38%
Drop in driver turnover in eight months, after we rebuilt shift-lead training and the exit interview.
I redesign hiring, management and retention for growing companies — so the fixes hold after I leave. Most engagements move a number inside one quarter.
Every engagement starts in a room like this — your managers, their real numbers, and the three things worth fixing first.
Three numbers I find in almost every mid-market company before we start. They are not HR statistics — they are line items.
Monthly salary burned replacing one mid-level manager, once you count lost pipeline and ramp time.
Of resignations in the companies I audit trace back to a direct manager, not to pay.
Average time-to-hire with an undesigned process. Designed, it lands near four.
Replacement cost modelled at 34% of annual salary — recruitment, cover, lost productivity and ramp. Conservative for skilled roles.
A consultant who leaves a deck has sold you a document. I leave you a working system and the managers who run it.
Drop in driver turnover in eight months, after we rebuilt shift-lead training and the exit interview.
Average time-to-hire for clinical staff, down from 71, with a scorecard-led process across all sites.
Annual saving from restructuring three shift patterns without a single compulsory redundancy.
Verta Manufacturing, before and after. Same headcount, same payroll, eleven fewer conversations landing on the MD's desk.
No open-ended retainers, no discovery phase that quietly becomes the project.
Start at step one →You describe what is going wrong. I tell you whether it is a hiring, management or structural problem — and whether you need me at all. Roughly a third of these calls end with advice and no proposal.
I talk to eight of your people, read your data, and come back with a one-page picture of what is actually happening — plus the three things worth fixing first, ranked by cost.
We build the system with your managers, not for them. Everything is documented in your tools, in your language, so it keeps working when I am gone.
We measure the same numbers we started with. If they have not moved, we work out why at my cost. That clause is in every contract.
Seventeen years as an HR director before going independent — four of them cleaning up after consultants who left slide decks instead of systems.
I work with one client at a time, which is why the calendar is sometimes three weeks out. You get me, not an associate.
“He told me on the first call that I did not need half of what I was about to buy. That is when I hired him.”
“Our practice managers still run the 1:1 format he gave them. Two years on. Nothing else has stuck like that.”
“We restructured three shifts and kept every single person. I did not think that was on the table.”
One week. Interviews, data review, a one-page picture and three ranked priorities.
One of the five services, built end to end with your managers. Scoped after the diagnostic, then fixed.
Two days a month for owners who want a people director without the salary. Minimum six months.
The answers are so I arrive prepared instead of spending your thirty minutes on background.