Most companies need a seasoned HR executive years before they can justify the salary. We carry that judgment for you: an honest read on where you stand, a plan your team can actually run, and someone in the room while it happens.
One model that carries HR strategy from diagnosis through delivery, then into ongoing governance. Every engagement starts with the assessment, because a roadmap written without one is guesswork.
Our HR advisors bring culture, talent risk and workforce strategy into governance conversations, informed by the same assessment and roadmap work done with your team.
See how the advisory bench works →The paperwork is the part everyone plans for. The part that decides whether the office still exists in two years is whether anyone there feels like they work for the same company as you. We handle both, and we are candid about which one is harder.
August in Spain. Works councils in Germany. Dutch directness a US manager reads as hostility. Consensus in Japan that looks like delay from Chicago. We name the specific frictions your team will hit, before they turn into resignations in month five.
A new office inherits whatever you fail to design. We help set the rituals that make it feel like somewhere people belong: how the week opens, how wins get marked, how the office relates to headquarters without being run by it.
The best candidates in Warsaw or Lisbon are not on the job boards you use at home. We bring the local recruiters, university relationships and professional communities worth knowing, and tell you what a strong CV looks like there.
Offsites, onboarding weeks, and the small recurring things that decide whether a remote office feels like a branch or an outpost. Including the ones that work in that culture rather than the ones that work in yours.
The country lead sets the tone for everyone hired after them, and hiring that role remotely from headquarters is where most expansions quietly go wrong. We define the role and sit in the interviews.
Notice periods, probation, termination and severance differ sharply by country. We tell you what you are signing up to before the first offer goes out, not after a dispute.
The right answer depends on headcount, timeline and how permanent the presence really is. EOR that looked cheap at two people rarely still does at fifteen, so we cost both properly.
A competitive offer in Warsaw looks nothing like one in Austin. Benchmarks, statutory benefits, and the ones nobody legislates but everybody expects.
Book time with our team to discuss HR Consulting, IT Solutions, Strategic Services, or Board Advisory — no obligation, just a conversation.