Startups & Early-Stage

Build the HR spine once, deliberately, before a fast hire or a first termination writes it for you.

What speed costs later

Speed is the strategy, so process feels like drag

Every shortcut is rational on the day you take it. Eighteen months of them is a compliance backlog nobody scheduled and nobody owns.

Offers and equity are improvised per candidate

Inconsistent offers become pay-equity problems the moment the team is large enough for people to compare notes, which is earlier than founders expect.

Contractors are doing employee work

The flexible early arrangement that never got revisited is the most expensive misclassification risk in an early-stage company, and it accrues per person, per week.

The founder is the HR function

Hiring, firing, payroll questions and culture all route through the person with the least time to own any of them.

Diligence asks for documents that were never made

An investor or an acquirer wants the handbook, the I-9s, and the reasoning behind your classifications. They either exist or they do not, and there is no way to build them retroactively.

What we put in place

Sized for your stage, not for a company ten times your size. Enough structure to hire fast without leaving a mess behind you.

  • A handbook and policy set sized for your stage, not a 200-page enterprise document.
  • Contractor versus employee reviewed role by role, with the reasoning written down.
  • An offer and levelling framework, so your tenth hire is consistent with your first.
  • I-9s, acknowledgements and personnel files set up correctly from the first hire.
  • Manager basics for first-time managers promoted out of the team.
  • Recruiting support that scales up for a hiring push and back down after it.
  • A documentation habit that survives a diligence request.
  • Someone to call before the decision, not after it.

See the packages and pricing

Find out where you're exposed.

Thirty minutes, no pitch. We review how you hire, pay, document, and manage people today, and you keep the findings whether or not we work together.

Start with the audit.

A few questions about your team and how you run it. You get a written risk read-out at the end.

Take the HR compliance audit

Rather talk it through? Book a call