The pay philosophy, salary structures, and job architecture that every other pay decision rests on — from someone who has run them at scale, not advised on them from the outside. For HR and People leaders and founders who need senior comp judgment without a full-time hire.
This is the full scope — stated up front, nothing held back for a sales call.
Pay philosophy and market positioning, salary structures — bands, midpoints, and range spreads — and the leveling framework that ties roles to pay.
The architecture every future pay decision rests on — offers, merit, promotions, and adjustments.
Job-description audits and creation, role leveling, spans-and-layers structure, and the career bands that connect levels.
Titles, levels, and reporting lines that mean the same thing across the org — a Manager in one function maps cleanly to a Manager in another.
Sales compensation (OTE, accelerators, SPIFs, ramp and draw), short-term and bonus plans, and long-term incentive design — equity grant guidelines, vesting, mix, and pool sizing against dilution.
The full incentive mix — short-term and long-term — aligned to revenue and the business targets you actually want to move.
Design and advisory — not plan administration, valuation, or filings.
An ongoing HR-side read on where pay is drifting — comp out of alignment, spend concentrating in the wrong roles, and pay-equity hot spots worth a closer look.
Turnover-cost modeling that shows what attrition is actually costing, in HR-leadership language separate from the Finance ledger.
I surface the signal; a formal pay-equity audit and any remediation stay with your counsel.
Merit-budget modeling, increase guidelines, calibration support, and the manager talking points and total-comp statements that land with employees.
Your whole annual cycle driven end to end or backstopped alongside your team — kickoff through approvals, every cycle.
A comp thought-partner for your TA team on every req — each offer evaluated against market data and internal equity, with the cost of saying yes modeled up front.
Recruiters with the analytical backup to justify the number, so offers reflect a framework, not who negotiates hardest — and new-hire pay stops quietly resetting your bands.
At Lucid I built AI-powered comp tooling — Compa.ai plus Python and Streamlit — for real-time market pricing, scenario modeling, and the cost-modeling and turnover-impact analytics that compensation health monitoring runs on; I also led the enterprise SAP SuccessFactors Compensation implementation. At Orthofix I harmonized comp philosophy, leveling, job architecture, and the Workday platform across nine countries through a merger.
I have designed global equity programs at scale — RSU grants, vesting, dilution and burn-rate modeling — and that work is now part of the incentive-design service above. The boundary is operational and legal, not advisory: I design the program; I do not administer the plan — cap-table operations, 409A coordination, recordkeeping — value the shares, or run a formal pay-equity audit and remediation. Those stay with your equity administrator, a valuation firm, and counsel.
The project pieces have a defined start and a defined deliverable; the recurring pieces (tagged above) fit a monthly retainer. Project work bills at $350/hr; the retainer is a fixed monthly fee. See how engagements work.
Whether it’s a structure that has drifted, a sales plan that isn’t paying for the right behavior, or a merit cycle you’d rather not run alone — bring the specific problem and I’ll tell you plainly whether it’s a project, a retainer, or out of my scope.