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Your most recent funding came with a headcount plan and a lot of new pressure. But if you’re still operating without adding support to your infrastructure, you might be setting your People strategy up to fail. In these situations, there are 3 roles we help HR teams proactively plan for — before Finance burns out and the systems break: ✅ Controller: Think of them as your guardrails + your growth partner. Someone who actually likes closing the books. ✅ Head of People: Think of them as your culture architect. Hire them before your culture becomes accidental. ✅ People Ops Manager: Think of them as your infrastructure builder. The operational engine behind your HR function. If you’re navigating these decisions now (or see them coming), I’d be happy to share what’s worked—and what hasn’t—for other HR leaders at this stage. Always up for a conversation.

There’s no one-size-fits-all playbook for Series B growth… But after 20 years recruiting finance and HR teams—and now working hands-on with Boston tech companies—I keep seeing the same pattern in 3 key hires that unlock scale: 🔑 Controller, Head of People, and People Ops Manager If you’re asking “Who do we hire first?” or “When do we hire a Controller vs. a Head of People?”... I’ve got thoughts. Let’s connect to figure out what'll make the most impact for you. More intel at: https://lnkd.in/egTZuva7

Revenue recognition sounds like a finance issue. But I’ve seen what happens when it’s ignored or under-resourced: 👉 Bonus payments delayed until audits wrap 👉 HR teams caught between Finance, Legal, and IT 👉 Ops staff overloaded fixing broken processes post-close As a People leader, you don’t need to own ASC 606, but you should have a seat at the table when it comes to staffing for it. Whether it’s a technical hire, a system-savvy project lead, or just more internal clarity, I can help you figure out what to push for. Let’s stop reacting to the chaos — and start hiring to prevent it. More advice on key RevRec roles at https://lnkd.in/eGynNEdq

Revenue recognition in SaaS isn’t just technical. It’s tangled. 👉 Usage-based pricing 👉 New contract types 👉 A half-built NetSuite integration that “almost” works. And yet… it still ends up on your Controller’s plate like a side project. I’ve worked with a lot of tech companies who call us after the audit gets messy, or after the board starts asking tough questions. But here’s the good news: there are people who live for this stuff. (Yes, really. Some of them even like ASC 606.) If you’re not sure whether you need a Technical Revenue Accountant, a system-savvy RevRec Lead, or just someone who’s seen this movie before—let’s talk. We can help you figure out who to hire before it becomes a fire drill. More on RevRec solutions here: https://lnkd.in/e-prGXaJ

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When firms get serious about AI implementation, something consistent happens. Processes that felt manageable before suddenly feel inefficient. Not because anything changed, but because AI forces you to answer questions you'd been able to avoid. Where does the data actually come from? Who reviews it, and why? Why does every person do this step slightly differently? What happens when the one person who knows the real process is out? For COOs, that exposure is actually useful. It shows exactly where the workflow documentation work needs to happen, and it surfaces where firms need a new kind of person: someone who understands the business workflow well enough to redesign it and the technology well enough to build around it. That profile, whether you call it a workflow transformation lead, an AI enablement lead, or a hybrid business analyst, is the role that's making the difference at the firms getting ahead of this. It's genuinely hard to find, and the firms that have found one are moving faster than the ones still searching. We wrote up what that profile actually looks like in practice and what it takes to find one ➡️ https://lnkd.in/g9Wp_zrr