Welcome to the Brave New World of Work
East Bay Asian Local Development Corporation
East Bay Asian Local Development Corporation (EBALDC) needed to fill a Vice President of Human Resources role after their existing VP departed. The vacancy created an immediate leadership gap in a critical function. EBALDC also needed continuity to keep HR operations moving during the transition. An interim CHRO was placed to support ongoing operations while assessing the organization. The interim leader conducted GAP and SWOT analyses to clarify needs and priorities. In parallel, a retained executive search was run to identify and secure a permanent VP of Human Resources. EBALDC filled the VP of Human Resources role with Kathleen Higginbotham. The hire was completed in 52 days from introduction to first day. The two-pronged approach supported HR operations during the transition while the executive search concluded.
It was a wonderful experience to work with Gig Talent. From the start, our consultant asked the right questions, got the information she needed to plan, develop, modify, and execute a great professional learning experience for my leaders.
Sunny Cooke
Child Care Resource Center
Child Care Resource Center (CCRC), serving children, families, and child care providers since 1976, needed to fill a Director of Organizational Development position. The organization faced a critical leadership gap that required the right fit for its values, vision, and culture. It needed an effective way to identify and evaluate qualified candidates for the role. A retained HR search was conducted using extensive networks and talent pools. Candidates were evaluated for alignment with CCRC’s values, vision, and culture to support long-term fit. The placement included professional coaching and onboarding support for the new hire, Jeanette Stalboerger. The Director of Organizational Development role was filled and supported through the onboarding period. A 90-day coaching engagement was delivered to help the new hire integrate into the organization. The approach supported a smoother transition aligned with CCRC’s culture and leadership expectations.
Global Wellness Manufacturer
A global wellness and leisure products manufacturer with 3,000+ employees across 7 international locations faced an outdated structure that could not support accelerating growth and acquisitions. Leadership reported slow decision-making that delayed progress. Entrenched silos limited alignment across teams. A hierarchical culture inhibited innovation. An organizational redesign was implemented through stakeholder interviews, data analysis, and co-created strategy sessions. Governance frameworks were established to improve clarity and execution. RACI models were put in place to define roles and responsibilities. Leadership expectations were redefined to support the redesigned organization. The redesign addressed key barriers that had slowed the organization’s ability to adapt. Decision-making was positioned to move more efficiently through clarified governance and accountability. Collaboration across functions was reinforced by clearer roles and expectations. The organization was better structured to support growth and acquisitions across its international footprint.
Mid-Sized Nonprofit
Following a founder's 30+ year tenure, a mid-sized nonprofit in affordable housing and homelessness services experienced significant turbulence. New management lacked adequate support. The HR department suffered from high turnover and damaged credibility. Staff morale was critically low. A fractional HR consultant was deployed to stabilize the transition and rebuild HR effectiveness. The consultant conducted confidential stakeholder interviews and created a strategic roadmap. The interim HR leader was coached to navigate challenges and rebuild trust. A customized manager training program was built, and CHRO onboarding support was provided. The HR team’s reputation was restored and leadership alignment improved. New managers gained confidence and the interim HR leader regained credibility. A new CHRO was successfully integrated. The culture shifted toward empowerment.
Global Wellness Manufacturer
A global wellness and leisure products manufacturer with 3,000+ employees across 7 international locations struggled with an outdated organizational structure. The structure could not support accelerating growth and acquisitions. Leadership cited slow decision-making, entrenched silos, and a hierarchical culture that inhibited innovation. An organizational redesign was conducted through stakeholder interviews, data analysis, and co-created strategy sessions. Governance frameworks were implemented to clarify how decisions and responsibilities should flow. RACI models were used to define roles and accountability. Leadership expectations were redefined to support the new operating model. The redesign resulted in faster decision-making across the organization. Cross-functional collaboration increased as roles and ownership became clearer. The organization strengthened its ability to execute new product launches. The updated governance supported the company as it adapted to innovation needs.
East Bay Asian Local Development Corporation
East Bay Asian Local Development Corporation (EBALDC) needed to fill a Vice President of Human Resources position after their existing VP departed. The organization faced an urgent leadership gap in HR. They needed continuity while identifying the right long-term executive hire. A two-pronged approach was implemented to address both immediate and long-term needs. An interim CHRO was placed to conduct GAP and SWOT analyses while supporting ongoing operations. In parallel, a retained executive search was conducted for the permanent VP of HR role. The VP of HR role was filled with Kathleen Higginbotham. The time from introduction to first day was 52 days. This approach supported continuity during the transition while the executive search was completed.
Child Care Resource Center
Child Care Resource Center (CCRC), serving children, families, and child care providers since 1976, needed to fill a Director of Organizational Development position. The role required a strong fit with the organization’s values, vision, and culture. CCRC needed a hiring approach that could identify and evaluate candidates effectively for this leadership need. A retained HR search was conducted using established networks and talent pools. Candidates were evaluated with alignment to CCRC’s values, vision, and culture as a key criterion. The placement included structured onboarding support and professional coaching for the new hire, Jeanette Stalboerger. CCRC filled the Director of Organizational Development position with Jeanette Stalboerger. The engagement included 90 days of professional coaching and onboarding support to help the new leader integrate. The search and follow-on support were designed to strengthen alignment with organizational culture during the transition.
The consultant we were paired with was extremely knowledgeable in the area we needed. She was very easy to work with, amiable, and always responded and completed projects timely.
Nicole Arnold
We realized that being an outsider allowed her to rethink things in ways that we were always blocked by having long-term insiders doing the work. The consultant showed bravery and courage to speak. She was fearless in saying what needed to be said…even if it wasn't always flattering. So, there was an element of right, a truth-teller, a sense maker.
George Hudgens
Vice President of Innovation
When we interviewed prospective consultants, I recall a member of our Board saying, "Gig Talent is going to take care of us." Now that our work together is complete, I can say that this was absolutely the case! From our first meeting, the Gig Talent Consultant understood our needs, and she assembled the ideal team to meet them. Their approach was collaborative but not burdensome. They provide the highest level of expertise with the utmost care for our organization and individuals on our team. Because of our work together, we have a clear direction for the future and have made significant progress toward our goals.
Shara Fisler
Founder and Executive Director
Engaging with a Gig Talent consultant provided us with essential HR foundation blocks that were critical for us at the time. As a young company, we faced challenges that required immediate and expert attention, but didn't have the bandwidth to address them while also focusing on the business. Gig Talent stepped in with the resources and expertise we needed, allowing us to establish a solid HR framework without diverting attention from our core operations. This partnership enabled us to stay focused on our growth while knowing that our HR needs were in capable hands.
Mark Steele
President
My organization was really faced with leadership development gaps, and I needed to seek out a partner externally that can really help me bridge those gaps. In talking with Gig Talent, I realized after that first initial discussion that that would be a really great partnership and support and really that's ultimately what I needed. I had several conversations with other different companies. And really what I learned as an experienced shopper throughout that process was, I needed something that was curated and customized to my organization. And in talking with Gig Talent, I realized that from that first discussion, there was that opportunity to create a program that really made sense for our organization and that's really important because we needed to ensure that that program had success and part of that success meant that it had intentionality behind that program. And so, to me that was important, and I knew after that discussion that they would be the right partner for me.
Jessica Ramirez
Vice President of Human Resources
As a member of a Senior Leadership Team, communication and empowerment is the key to a successful team. The Gig Talent Consultant's presentation on candor was transformational in the way I think about critical conversations. It has allowed me to establish a baseline formula to help me deliver meaningful feedback that can allow myself and those I support to grow and evolve as a team.
Amy Haber
SVP Sales and Education
The HR Advisors at Gig Talent provided valuable insight and expertise in all aspects of our company. They took the time to really understand who we are as a business and where we want to be by helping with executive team alignment, ensuring our employees felt heard and through helping us create a strong foundation for our culture. They also assisted with identifying the right HR leader moving forward and helped onboard to ensure a smooth transition. Throughout our time working together, we have received a high quality of professionalism, expertise and guidance that has allowed us continue growing as a forward-thinking organization. Gig Talent is a knowledgeable and committed resource for any organization looking to create a competitive advantage.
Damien McDevitt
CEO
The Gig Talent Consultant's "Courageous Conversations" training course is outstanding! The interactive format kept us engaged throughout, and his dynamic and engaging style made learning enjoyable. He masterfully blended fun with real-life examples and stories, guiding us through handling difficult conversations with challenging individuals. I highly recommend this course to anyone looking to improve their communication skills in a supportive and lively environment.
Devan Ricard
HR Generalist
Dolby Labs
Dolby Laboratories' HR department was overwhelmed with administrative tasks and could not support strategic growth. The organization needed to fill multiple vacancies quickly while undergoing a comprehensive HR transformation. HR operated in triage mode and struggled to meet broader business needs. A consulting resource was deployed to take on HR leadership responsibilities. The consultant became integral to the broader organizational transformation while supporting the effort to fill multiple vacancies. The approach shifted HR’s focus away from generalist administrative work and toward a more strategic role. HR was transformed from a generalist administrative function into a strategic business partner team. The organization shifted from a reactive posture to a more proactive culture. Executive mindset on HR changed, and the team was built with stronger business acumen.
Dolby Labs
Dolby Laboratories' HR department was overwhelmed with administrative tasks and had limited capacity to support strategic growth. The organization needed to fill multiple vacancies quickly while undergoing a comprehensive HR transformation. HR operated in triage mode and struggled to move beyond day-to-day execution. A consulting resource was implemented to take on HR leadership responsibilities. This resource became integral to the broader organizational transformation and helped lead the HR function through the transition. The effort repositioned HR from a generalist administrative function toward a more strategic business partner model. HR was transformed from an administrative, reactive function into a strategic business partner team. The work helped shift the organization from a reactive posture to a more proactive culture. It also influenced the executive mindset around HR and strengthened the team’s business acumen.
Large Transportation Company
A mid-level manager at a large transportation company was trapped in constant firefighting mode. He solved every problem himself rather than developing his team. This pattern left him burned out and limited the team’s growth. The organization needed him to lead more effectively by delegating and building team capability. A six-month one-on-one coaching engagement was implemented. It included a qualitative 360-degree assessment from 12 colleagues to identify development areas. Coaching focused on developing others and improving delegation. The manager also implemented regular one-on-one meetings with direct reports and adopted tools for improved self-management. Within three months, the manager shifted from burned-out to an empowered leader. The team became more confident, independent, and accountable. Communication improved across the broader organization. The leadership turnaround was achieved in under three months while the broader coaching engagement continued.
Large Transportation Company
A mid-level manager at a large transportation company was trapped in constant firefighting mode. He solved every problem himself instead of developing his team. This approach left him burned out and limited his team’s growth and ownership. A six-month one-on-one coaching engagement was implemented. It included a qualitative 360-degree assessment from 12 colleagues. The coaching focused on developing others and delegation, established regular one-on-one meetings with direct reports, and introduced tools for improved self-management. Within three months, the manager shifted from burned-out to an empowered leader. His team became more confident, independent, and accountable. Communication improved across the broader organization.
Gig Talent is redefining how top talent partners with organizations to accelerate transformation, strengthen culture, build capabilities, and drive performance. We connect companies with the most trusted, principal-level experts in the gig economy—delivering big-firm capability with speed, agility, and heart.
East Bay Asian Local Development Corporation
East Bay Asian Local Development Corporation (EBALDC) needed to fill a Vice President of Human Resources role after their existing VP departed. The vacancy created an immediate leadership gap in a critical function. EBALDC also needed continuity to keep HR operations moving during the transition. An interim CHRO was placed to support ongoing operations while assessing the organization. The interim leader conducted GAP and SWOT analyses to clarify needs and priorities. In parallel, a retained executive search was run to identify and secure a permanent VP of Human Resources. EBALDC filled the VP of Human Resources role with Kathleen Higginbotham. The hire was completed in 52 days from introduction to first day. The two-pronged approach supported HR operations during the transition while the executive search concluded.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Child Care Resource Center
Child Care Resource Center (CCRC), serving children, families, and child care providers since 1976, needed to fill a Director of Organizational Development position. The organization faced a critical leadership gap that required the right fit for its values, vision, and culture. It needed an effective way to identify and evaluate qualified candidates for the role. A retained HR search was conducted using extensive networks and talent pools. Candidates were evaluated for alignment with CCRC’s values, vision, and culture to support long-term fit. The placement included professional coaching and onboarding support for the new hire, Jeanette Stalboerger. The Director of Organizational Development role was filled and supported through the onboarding period. A 90-day coaching engagement was delivered to help the new hire integrate into the organization. The approach supported a smoother transition aligned with CCRC’s culture and leadership expectations.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Global Wellness Manufacturer
A global wellness and leisure products manufacturer with 3,000+ employees across 7 international locations faced an outdated structure that could not support accelerating growth and acquisitions. Leadership reported slow decision-making that delayed progress. Entrenched silos limited alignment across teams. A hierarchical culture inhibited innovation. An organizational redesign was implemented through stakeholder interviews, data analysis, and co-created strategy sessions. Governance frameworks were established to improve clarity and execution. RACI models were put in place to define roles and responsibilities. Leadership expectations were redefined to support the redesigned organization. The redesign addressed key barriers that had slowed the organization’s ability to adapt. Decision-making was positioned to move more efficiently through clarified governance and accountability. Collaboration across functions was reinforced by clearer roles and expectations. The organization was better structured to support growth and acquisitions across its international footprint.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Mid-Sized Nonprofit
Following a founder's 30+ year tenure, a mid-sized nonprofit in affordable housing and homelessness services experienced significant turbulence. New management lacked adequate support. The HR department suffered from high turnover and damaged credibility. Staff morale was critically low. A fractional HR consultant was deployed to stabilize the transition and rebuild HR effectiveness. The consultant conducted confidential stakeholder interviews and created a strategic roadmap. The interim HR leader was coached to navigate challenges and rebuild trust. A customized manager training program was built, and CHRO onboarding support was provided. The HR team’s reputation was restored and leadership alignment improved. New managers gained confidence and the interim HR leader regained credibility. A new CHRO was successfully integrated. The culture shifted toward empowerment.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Global Wellness Manufacturer
A global wellness and leisure products manufacturer with 3,000+ employees across 7 international locations struggled with an outdated organizational structure. The structure could not support accelerating growth and acquisitions. Leadership cited slow decision-making, entrenched silos, and a hierarchical culture that inhibited innovation. An organizational redesign was conducted through stakeholder interviews, data analysis, and co-created strategy sessions. Governance frameworks were implemented to clarify how decisions and responsibilities should flow. RACI models were used to define roles and accountability. Leadership expectations were redefined to support the new operating model. The redesign resulted in faster decision-making across the organization. Cross-functional collaboration increased as roles and ownership became clearer. The organization strengthened its ability to execute new product launches. The updated governance supported the company as it adapted to innovation needs.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
East Bay Asian Local Development Corporation
East Bay Asian Local Development Corporation (EBALDC) needed to fill a Vice President of Human Resources position after their existing VP departed. The organization faced an urgent leadership gap in HR. They needed continuity while identifying the right long-term executive hire. A two-pronged approach was implemented to address both immediate and long-term needs. An interim CHRO was placed to conduct GAP and SWOT analyses while supporting ongoing operations. In parallel, a retained executive search was conducted for the permanent VP of HR role. The VP of HR role was filled with Kathleen Higginbotham. The time from introduction to first day was 52 days. This approach supported continuity during the transition while the executive search was completed.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Child Care Resource Center
Child Care Resource Center (CCRC), serving children, families, and child care providers since 1976, needed to fill a Director of Organizational Development position. The role required a strong fit with the organization’s values, vision, and culture. CCRC needed a hiring approach that could identify and evaluate candidates effectively for this leadership need. A retained HR search was conducted using established networks and talent pools. Candidates were evaluated with alignment to CCRC’s values, vision, and culture as a key criterion. The placement included structured onboarding support and professional coaching for the new hire, Jeanette Stalboerger. CCRC filled the Director of Organizational Development position with Jeanette Stalboerger. The engagement included 90 days of professional coaching and onboarding support to help the new leader integrate. The search and follow-on support were designed to strengthen alignment with organizational culture during the transition.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Dolby Labs
Dolby Laboratories' HR department was overwhelmed with administrative tasks and could not support strategic growth. The organization needed to fill multiple vacancies quickly while undergoing a comprehensive HR transformation. HR operated in triage mode and struggled to meet broader business needs. A consulting resource was deployed to take on HR leadership responsibilities. The consultant became integral to the broader organizational transformation while supporting the effort to fill multiple vacancies. The approach shifted HR’s focus away from generalist administrative work and toward a more strategic role. HR was transformed from a generalist administrative function into a strategic business partner team. The organization shifted from a reactive posture to a more proactive culture. Executive mindset on HR changed, and the team was built with stronger business acumen.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Dolby Labs
Dolby Laboratories' HR department was overwhelmed with administrative tasks and had limited capacity to support strategic growth. The organization needed to fill multiple vacancies quickly while undergoing a comprehensive HR transformation. HR operated in triage mode and struggled to move beyond day-to-day execution. A consulting resource was implemented to take on HR leadership responsibilities. This resource became integral to the broader organizational transformation and helped lead the HR function through the transition. The effort repositioned HR from a generalist administrative function toward a more strategic business partner model. HR was transformed from an administrative, reactive function into a strategic business partner team. The work helped shift the organization from a reactive posture to a more proactive culture. It also influenced the executive mindset around HR and strengthened the team’s business acumen.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Large Transportation Company
A mid-level manager at a large transportation company was trapped in constant firefighting mode. He solved every problem himself rather than developing his team. This pattern left him burned out and limited the team’s growth. The organization needed him to lead more effectively by delegating and building team capability. A six-month one-on-one coaching engagement was implemented. It included a qualitative 360-degree assessment from 12 colleagues to identify development areas. Coaching focused on developing others and improving delegation. The manager also implemented regular one-on-one meetings with direct reports and adopted tools for improved self-management. Within three months, the manager shifted from burned-out to an empowered leader. The team became more confident, independent, and accountable. Communication improved across the broader organization. The leadership turnaround was achieved in under three months while the broader coaching engagement continued.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Large Transportation Company
A mid-level manager at a large transportation company was trapped in constant firefighting mode. He solved every problem himself instead of developing his team. This approach left him burned out and limited his team’s growth and ownership. A six-month one-on-one coaching engagement was implemented. It included a qualitative 360-degree assessment from 12 colleagues. The coaching focused on developing others and delegation, established regular one-on-one meetings with direct reports, and introduced tools for improved self-management. Within three months, the manager shifted from burned-out to an empowered leader. His team became more confident, independent, and accountable. Communication improved across the broader organization.
Skills
Project Details
VerifiedHuman Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Full service creative production company helping brands maximise the impact of their marketing content
Human Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
Empowering US startups with unrivaled access to global engineering talent, seamless hiring, and improved retention.
Human Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
An independent global marketing consultancy delivering outsized growth.
Human Cloud Verification ensures that the listed end customer is verified. It's used across kudos, customers, and business cases, and performed by Human Cloud. Think about it like a background check.
