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.

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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.

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A global wellness and leisure products manufacturer with 3,000+ employees across 7 international locations faced an outdated structure that could not support accelerating growth and acquisitions.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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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