FRACTIONAL TALENT ACQUISITION
Better ROI from your TA Function.
Helping HR executives transform Talent Acquisition to support their complex workforce plans while improving core metrics.
WHO I HELP
What they have in common...
Tech & Life sciences companies have complex talent needs which require a complex TA strategy.
Sudden changes in hiring demand make it very difficult to scale.
Not enough hiring to warrant a multi-layer TA org, but enough that a senior TA leader is required to build the foundation.
Different leaders at different stages of their journey.
About
With 15+ years building & leading Talent Acquisition teams, the patterns have become clear. Building or transforming a TA function is a finite role and requires a builder - an architect of sorts. Running one is a long-term role and requires an operator. They are different level roles. This is why TA2Scale started.
Don’t carry the cost of the architect longer than necessary.
I lead every engagement. AI accelerates all workflows which allows me more time to focus on strategy, execution, and measurable outcomes.
Across transformation, scale, and execution, these engagements highlight how I have driven cost out and elevated TA capabilities for Tech & Life Sciences companies. Anything look familiar?
Neither. They are part of the engine that fills reqs and are one of several elements to help scale hiring. TA2Scale works on the entire engine.
I can help you build or transform the whole thing or specific parts.
Engagements are based on time. You won't see invoices with padded retainers or administrative fees. Travel is the only variable, but it's part of the conversation.
I scope the work with you and provide an estimate, with the reality that no two organizations operate the same.
Scope can change, but we discuss it on our cadence — no surprises.
The model is built on the philosophy that transparency and impact combine for the shortest distance to a second engagement. My goal is to be you or your TA Lead's first call if you are falling behind.
Transparency rules the day, and both are addressed in scope and contracting.
Full fractional engagements likely mean singular focus with one client. Smaller engagements could run in parallel, but not before briefing, addressing, and resolving any potential conflicts with my clients.
Building a TA function and strategy is complex: designing the model, building lean processes, tech and tooling, understanding balance, driving change, defining stakeholder roles & responsibilities - recruiters, leaders, HRBPs, executives - enhancing overall capabilities. It's all architect work.
Once it's built, the job is managing the team. Coaching, performance, accountability, and partnering close with the business. That's operator work. They're very different roles.
This is not to say one person can't have both skillsets. It is to say that you don't need the architect once the TA engine is built, and you will need the operator over the long-term.
You probably don't if your TA function is firing on all cylinders and your Head of TA has the bandwidth and capability to shift from operator to architect. If that's your setup, congratulations. Achieving that is genuinely difficult.
In truth, most organizations aren't there. They're either struggling to keep up, in-between TA leaders, or missing critical layers to their foundation with no bandwidth to solve — and all of it points back to a lack of scale.
I bring an outside lens, 15+ years of pattern recognition, and scale.
A candid look at where your Talent Acquisition function is, where it needs to go, and what it will take to get there.
You’re in the queue.
I’ll be in touch shortly. In the meantime, check your inbox — I sent you something worth reading.