What I do
I work with organizations at every stage of building their compensation program. Whether you need a full overhaul or targeted support in one area, here's where I can help.
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Before you can pay people well, you need a philosophy. I help you define your organization's approach to pay — how you position against the market, how you communicate comp decisions, and how you make sure leadership is aligned. This becomes the foundation everything else is built on.
Good for: Organizations with no formal comp philosophy, or those whose pay decisions have become inconsistent over time.
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Are your salaries competitive? I'll benchmark your roles against current market data so you know exactly where you stand. No more guessing — just clear, defensible numbers that help you attract and retain the people you need.
Good for: Organizations preparing for a hiring push, addressing turnover concerns, or looking to validate existing pay levels.
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A solid salary structure gives you consistency, equity, and room to grow. I design pay grades and ranges tailored to your organization — ones that make sense today and scale with you tomorrow.
Good for: Organizations experiencing rapid growth, preparing for a comp audit, or struggling with pay compression.
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Job titles matter more than most people think. A clear job architecture defines roles, levels, and career paths in a way that supports both fair pay and employee development. I help you build a framework that brings order to your org and makes comp decisions easier for everyone.
Good for: Organizations with inconsistent titling, unclear career ladders, or preparing for a full comp overhaul.
Frequently Asked Questions
Not sure where to start?
That's what I'm here for. Let's talk through what your organization needs.
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The honest answer is that most organizations don't, until they look. Market pricing compares your pay to current salary survey data for equivalent roles in your industry and geography. If you're seeing candidates turn down offers, losing employees to competitors, or getting pressure from staff about pay, those are all signals worth investigating. I can help you get a clear picture.
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Market pricing is the research, a salary structure is what you build from it. Market pricing tells you what roles are worth in the current market. A salary structure takes that data and organizes it into pay grades and ranges that your organization can actually use day-to-day to make hiring decisions, give raises, and maintain consistency over time. Most organizations need both.
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A compensation philosophy is a short, written statement that defines how your organization approaches pay. It answers questions like: Do we pay above market, at market, or below? How do we handle raises? What do we value in how we compensate people? It sounds simple, but without one, every pay decision gets made in a vacuum. With one, leaders can make faster, more consistent decisions and explain them to employees with confidence.
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It depends on scope, but here are rough benchmarks. A market pricing project for a defined set of roles typically takes two to four weeks. Building a salary structure from scratch usually runs four to eight weeks. A full compensation strategy engagement, covering philosophy, market pricing, and structure, is typically eight to twelve weeks. I'll always give you a clear timeline before we start.
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Yes. Whether you're a 20-person startup trying to get pay right before you scale, or a 2,000-person organization that's outgrown its existing structure, the work is similar, just different in scope. I tailor the approach to what your organization actually needs, not a one-size-fits-all package.
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I work with established compensation survey sources that HR and compensation professionals use industry-wide. The specific sources depend on your industry and the roles we're benchmarking. Survey costs are built into the project contract, which means your organization walks away with its own data access when we're done. You're not renting my data, you're building yours. I'll always be transparent about where the data comes from and what its limitations are, because good compensation decisions depend on understanding the data, not just the numbers.