Hi, I’m G!
I started G HR for HR because I have felt the demands of HR roles, and know we’re often the least supported.
The pressure, the complexity of managing both up and down, and the constant balancing act of representing the organisation while advocating for its people.
I truly believe HR and people functions are vital to business success. For people leaders to be most effective, they need their own partner in HR.
Hi there, business leader
This document at the little button below is here to help you decide whether to spend company money on G HR for HR.
A wise business associate once said to me: it'll take a brave executive to admit they want to work with you. People leaders rarely put budget toward themselves or their teams, and here you are, being asked to approve budget for something that helps them help the organisation.
I sat with that for a while. And instead of renaming this something safer; another coaching offer, another fractional HR line item. I landed somewhere else: yes, it takes courage to say that collaborating with someone else will make you better at your job.
But why is that a bad thing? Bravery is exactly what you want in the person responsible for people strategy and culture, especially right now, in the middle of AI transformation and everything that comes with it.
People leaders are constantly expected to make everyone else more productive and more capable, without ever spending time or budget on themselves, or their department.
I think that should change.
More about G
I’ve always been deeply curious about people; what drives them, how they connect, and how they thrive. That curiosity led me to study sociology and psychology, without a fixed career path in mind, but with a clear passion for understanding human behaviour.
Turns out, HR is a natural fit for a people person with a strong operational backbone and a ‘just get it done’ mindset. I bring a blend of business acumen and hands-on execution, having built, led, and scaled high-performing people functions within fast-growing, globally distributed technology companies. As a VP of People and Head of People & Culture, I’ve partnered closely with executive teams to navigate the complexity and pace of scale-ups, connecting people strategy to commercial outcomes while delivering across the full HR lifecycle.
G HR for HR provides confidential support for HR leaders. A space to think clearly, talk things through, sense-check decisions, navigate complexity. This isn’t traditional coaching. It’s practical, advisory, grounded in experience scaling people functions that helps HR leaders meet the needs of what the role actually demands.
Past projects
G partnered with a Head of People at a fast-growing scale-up to help shift their focus from day-to-day operations to strategic leadership. Together, we clarified team structure and responsibilities, reduced reactive ways of working, and created more space for long-term planning and decision-making.
Acting as a trusted thought partner, I supported complex people challenges, helped key projects regain momentum, and provided practical, hands-on support to keep the People function aligned with the pace and needs of the business.
Head of People
85-100 person company
G supported a solo Head of People at a VC-backed start-up through the weekly challenges of growth, hiring decisions, complex leadership priorities and exit strategies. Our relationship developed to be the trusted advisor for business critical people decisions
Head of People
Series A Scale up