You see it working before you pay for anything.
You got hired to lead people. Instead, too much of your week goes to typing the same details into more than one place and chasing approvals. Tell us which job hurts most. We build a working fix for that one job and show it to you.
Former Navy SEAL. Columbia, M.S. in Human Capital Management. First-ever people executive, twice. Fourteen years building people functions in schools, nonprofits and growing companies. Partnered with Helen Chan, The Reagent Co.
I do this work with Helen Chan of The Reagent Co. We start with the one job that eats the most of your team's week.
You walk us through your week. Where does the time go? What gets typed twice, chased or fixed by hand? We ask questions and take notes. There is no pitch on this call.
We pick the job that hurts most and build a working fix for it, made around how your team already does the work. It runs on made-up data, so nothing of yours leaves your systems.
You click through it yourself. We add up the hours it gives back, using the numbers you gave us on the first call. If it's worth it, we talk price then.
No price before you see the fix. The price depends on the size of the job, and you hear it before you decide.
Two senior operators on every fix: Helen and me. You get the two of us, with no room of associates behind a sales pitch. We build it so you can run it without us.
Both started with a real problem a school team brought us. Neither is in daily use yet. Names are left out. See all seven tools.
A recruiting lead was writing the same special education posting over and over for different job sites and schools. The fix lets her fill in one page and get the description, the screening questions and the tags for each site, with a checklist of where it has been posted.
Stipend requests came in through many school trackers, and the same details got typed several times. The fix gives every school one form that won't go through until it's complete, and a page that shows who each request is waiting on and for how many days.
We build and show the fix on made-up data. If you keep it and it needs your real records, your data stays in your own systems and follows your rules. If we ever need to take data out, we take only what the work needs, with names removed, and we delete it when the work ends. We agree on all of this in writing before we start.
Sometimes the problem is bigger than one job, like how pay or reviews work across the whole organization. We'll tell you that straight, and we can talk about it. We still start with one fix you can see.
People in about a year. As its first Chief People Officer, I built the function and the seat, and automated roughly 80 percent of onboarding.
Hires in a year as Director of Talent.
Veterans and military spouses hired in year one of a veteran hiring initiative I founded.
Hourly tutor retention after one change to how they were paid. The story is below.
“I firmly believe that the difference between a boss and a leader can be shown by their team's ability to thrive and move forward on their own. Your talent team is killing it!”
Executive Director, multi-state school network, after I had moved on
A tutor who leaves mid-sprint takes the students' momentum with them. Nothing in how we paid them rewarded staying to the end. So we tied a completion bonus to finishing the program sprint. Retention went to just over 80 percent.
That is the clear bar at work. Tell people what finishing looks like, and pay for it.
People leaders at schools, nonprofits and growing companies, from roughly 100 to 2,500 people. Two senior operators on the work, Helen and me, and the job is to leave you running without us.
You are growing faster than your hiring can hold. Every candidate should be measured against the same bar from the first screen to the offer. Helen built Set The Bar for this. Start with a role and it builds the job description, a scored rubric, an interview guide and a scorecard from one standard. See the tools.
Managers make pay and promotion calls without a clear bar, and the pay and leveling structure gets explained a different way every time. We write down the levels, the pay ranges and what it takes to move up, before anyone is reviewed against them.
The org doubles, the bar goes fuzzy, and good people start guessing where they stand. We set up weekly one-on-ones, so the review says what the manager has been saying all year.
Onboarding and exits treated as real moments. People leave with their dignity, and every exit has a checklist with a name on each step, so pay and system access end on the last day.
Here is what can be hiding under the dashboard:
Stipends, pay changes and new hire paperwork often come in through a pile of different trackers. The same details get typed again at every step, and nobody can say who a request is waiting on. We build one form that won't go through until it's complete, and a page that shows who has it and for how many days.
You do not need us if your people function is already built and running clean.
Fear does not come from a high standard. It comes from an unpredictable one. You do not have to trade performance for safety. Take out the ambiguity and nobody gets surprised by where they stand.
People know what good looks like before they are judged on it.
Weekly one-on-ones, reviews with no surprises, and recognition when it happens, not at year end.
Feedback that is direct and humane, and managers coached to deliver it.
Honest business updates, and listening that closes the loop.
Who decides what, written down.
Onboarding and exits treated as real moments. A performance improvement plan done right. People leave with their dignity.
I grew up on a dryland pinto bean farm on Goodman Point, Colorado. For years we had no county water. We canned what we grew and filled the freezer with elk and mule deer off our own land. I put in 12-hour days as soon as I was tall enough to push the clutch in on a tractor. That is where the work ethic comes from, and it never left.
I went through BUD/S. Hell Week put me in a hospital bed with cellulitis, and the days I missed rolled me back to class 184. I graduated Honor Man anyway, the first rollback ever to earn it. I did a tour at SEAL Team Eight before leaving for the private sector.
Then a long way around. I sold cars and ran the front end of a dealership, went back to finish the degree I had shelved to serve in the Navy, and a letter from ASU's president about teaching changed my direction for good. I have spent the fourteen years since building the people function in schools and scaling organizations the same way I have done everything else. Show up early, hold the standard, build it so it lasts.
Helen founded The Reagent Co. She was VP of Talent at the largest national charter school network, where she built decision tools for role banding and workforce decisions, each checked against senior HR judgment. Before that she was a Senior Managing Director at Teach For America, where she led a team of 18 that recruited 800 to 1,000 new teachers a year. How we work together.
We work on a receipts-only standard. Every claim traces to evidence. If you want a slide deck, there are better firms. If you want one job off your team's plate, call us.
On the call, you tell us where your week goes. We listen and ask questions. No pitch.
Or email brett@fullstacked.ai
Fullstacked