People and capability
Workforce Planning
Workforce design, capability planning and hiring strategy, built by an operator who scaled a recruitment business to the AFR Fast 100.
The problem
Hiring happens reactively, roles are written after the person starts, and the cost of a wrong hire is absorbed rather than measured.
Who it is for
Companies whose growth plan needs people it has not hired yet.
Access and cadence
Direct work with the founder and the people function.
An initial planning block, then quarterly review.
Scope
What the engagement covers
Structured, but shaped around the constraint actually in front of you.
Included
- Workforce plan mapped to the growth plan
- Org design, role scopes and accountability
- Capability gaps and build-or-hire decisions
- Hiring process, scorecards and interview standards
- Cost-to-hire and productivity measures
What changes
- A hiring plan tied to revenue, not to panic
- Roles defined before the search starts
- A repeatable process instead of a scramble
The framework
Where this engagement puts its weight
Every engagement runs on the same six pillars. What differs is the order they are worked in and how much of the implementation Byron carries.
01
Vision
Clarity before activity.
02
Leads with
People
The company cannot scale beyond the capability of its leadership.
03
Execution
Strategy is only valuable when it changes execution.
04
Leads with
Numbers
You cannot manage what you only see in hindsight.
05
Leads with
Systems
Growth exposes weak systems.
06
Leadership
Better decisions compound.
Process
How this engagement begins
Byron works directly with a limited number of founder-led companies at any one time. Applications are reviewed personally.
01
Application
A written application covering the business, stage, constraint, twelve-month goal and willingness to implement.
02
Personal review
Byron reviews every application himself. Fit, stage, leadership team and willingness to implement matter more than budget.
03
Private strategy conversation
Suitable applicants are invited to a private conversation. Direct questions on numbers, structure and where the company is capped.
04
Terms, or a straight no
If the work makes sense, terms follow. If it does not, you are told plainly and pointed somewhere more useful.
Byron works directly with a limited number of founder-led companies at any one time.
Apply to work together
Every engagement begins with a written application, reviewed personally by Byron. If the fit is not there, you will be told plainly.