I named this practice Foresight Insight because those two words describe how I approach the work.

Foresight is the forward-looking lens. It is about anticipating where the People function is heading and bringing modern tools and approaches to the work before they become table stakes. AI and the systems being built around it are a big part of that picture, and I am hands-on with the tools that are actually changing how teams operate. Foresight is bigger than any one technology though. It is about staying ahead of where the function is going so you can design toward it intentionally rather than reacting after the fact.

Insight is the experience layer. It is pattern recognition built across 20+ years of hands-on work, knowing which problems actually matter, and translating complexity into decisions leadership can act on. AI surfaces data, flags trends, and identifies anomalies. A seasoned People leader turns that into strategy.

The practice exists at the intersection of those two things. I help companies bring forward-looking thinking and modern tools to People and Talent work, grounded in the experience required to do it well. Neither half works without the other.

My experience spans a wide range of organizations, from large companies with tens of thousands of employees to high-growth startups navigating rapid scale. I have worked in-house across the full employee lifecycle, from the moment a candidate first encounters a company through how people grow, develop, and eventually move on. That full-spectrum view shapes how I approach every engagement.

Talent acquisition is where my expertise runs deepest. I have built recruiting functions from scratch, redesigned hiring processes, developed and calibrated interview practices, and worked through the full range of challenges that come with attracting and closing great people in competitive markets. It is also the area where AI is creating the most dramatic shift right now, which makes it the most interesting work I have ever done.

Most recently I was at Hadrian, a precision manufacturing technology company operating in a fast-moving, high-growth environment. Before that I spent several years at Credit Karma as part of a large, complex people organization navigating significant scale and change. The Credit Karma work taught me how to translate People work into business impact language that resonates with leaders. Compressing time-to-productivity for new hires during rapid growth, protecting revenue attainment, reducing early attrition risk: these are the kinds of outcomes that move the conversation from HR activity to business contribution.

Earlier in my career I held roles at Microsoft, Electronic Arts, Zynga, Vevo, and Change.org, among others. Each taught me something different. Together they built the pattern recognition that gives the “insight” half of this practice its foundation.

I have worked inside People functions for most of my career, and that experience taught me something important. When you are embedded in the day-to-day, you stop seeing the things that have become normalized. The reporting cadence that eats every Monday. The hiring process that has not been touched in years. The systems everyone has learned to work around rather than fix. These become invisible from the inside because they are just how things work.

One of the most valuable things I bring to the companies I am working with right now is that outside vantage point. Because I am actively engaged across multiple organizations, I am seeing in real time how different teams are approaching the same challenges, what is working, and what is getting in the way. That cross-company perspective is something an internal team cannot easily replicate, not because they lack the skill but because they lack the distance.

The companies I am working with are not looking for someone to validate the status quo. They want someone who has done this work before, who is doing it right now, and who can help them move faster and more thoughtfully than they could on their own.

I originally launched Foresight Insight in 2018, doing consulting work focused on talent acquisition and people operations. After a few years I went back in-house, first at Credit Karma and most recently at Hadrian, before relaunching the practice in 2026.

What changed between then and now is the landscape. The tools have gotten dramatically better. AI has moved from a curiosity to a real capability that is reshaping how People and Talent teams operate, especially in the systems and process layer where so much manual work has historically lived. The modern HR and TA tech stack looks meaningfully different than it did even two years ago, and the teams that learn to use it well are operating at a different level than the ones that do not.

That is the work I am most interested in right now. Helping companies bring modern systems, smarter processes, and the right tools into their People and Talent functions, and doing it with the operational depth to make it stick. Practical, grounded work that makes the function run better.

There is also a sharper edge to this conversation than there was even a year ago. The People function itself is being redesigned around AI-era capabilities, and the companies that get ahead of that redesign will look very different from the ones that wait. I want to be in the room for that conversation, helping shape it.

I’ve truly always been drawn to the operational side of people work. The systems, the processes, the data, and the tools that create leverage. Today that means having hands-on fluency with modern HR and TA tech, including the AI-powered tools that are reshaping how People and Talent teams operate, and understanding where they genuinely help versus where the hype outpaces the reality.

Through Foresight Insight, I take on engagements as a fractional Head of People Operations, fractional Head of TA, or as a consultant leading focused project work. The most common asks: building or scaling a People Ops or TA function, evaluating and implementing HR and recruiting systems, redesigning hiring or people ops processes, and helping teams adopt the modern tools that are changing how the function operates. Most often the right structure becomes clear once we have had a conversation about where a company is and what they actually need.

What stays consistent across all of it: I am operating as a thought partner to founders and operators who want someone in their corner who has done this before, who is doing this work right now, and who cares about getting it right.

Every organization is unique. There is no one-size-fits-all playbook. There are patterns though, and there is experience, and there is a way of working through the hard problems that makes the path forward a lot clearer.

The companies that get this right are the ones that treat their People function as a real operational capability worth investing in, not an administrative obligation to manage around. That means good systems, clear processes, the right tools, and senior leadership at the table. The work is not glamorous, but it is what determines whether everything else holds together.

If any of this resonates with where you are, I would love to connect.