Talent Management Consulting

🔬 How To Run UX Research In B2B and Enterprise. Practical techniques of what you can do in strict environments, often without access to users. 🚫 Things you typically can’t do 1. Stakeholder interviews ← unavailable 2. Competitor analysis ← not public 3. Data analysis ← no data collected yet 4. Usability sessions ← no users yet 5. Recruit users for testing ← expensive 6. Interview potential users ← IP concerns 7. Concept testing, prototypes ← NDA 8. Usability testing ← IP concerns 9. Sentiment analysis ← no media presence 10. Surveys ← no users to send to 11. Get support logs ← no security clearance 12. Study help desk tickets ← no clearance 13. Use research tools ← no procurement yet ✅ Things you typically can do 1. Focus on requirements + task analysis 2. Study existing workflows, processes 3. Study job postings to map roles/tasks 4. Scrap frequent pain points, challenges 5. Use Google Trends for related search queries 6. Scrap insights to build a service blueprint 7. Find and study people with similar tasks 8. Shadow people performing similar tasks 9. Interview colleagues closest to business 10. Test with customer success, domain experts 11. Build an internal UX testing lab 12. Build trust and confidence first In B2B, people buying a product are not always the same people who will use it. As B2B designers, we have to design at least 2 different types of experiences: the customer’s UX (of the supplier) and employee’s UX (of end users of the product). In customer’s UX, we typically work within a highly specialized domain, along with legacy-ridden systems and strict compliance and security regulations. You might not speak with the stakeholder, but rather company representatives — who regulate the flow of data they share to manage confidentiality, IP and risk. In employee’s UX, it doesn’t look much brighter. We can rarely speak with users, and if we do, often there is only a handful of them. Due to security clearance limitations, we don’t get access to help desk tickers or support logs — and there are rarely any similar public products we could study. As H Locke rightfully noted, if we shed the light strongly enough from many sources, we might end up getting a glimpse of the truth. Scout everything to see what you can find. Find people who are the closest to your customers and to your users. Map the domain and workflows in service blueprints and . Most importantly: start small and build a strong relationship first. In B2B and Enterprise, most actors are incredibly protective and cautious, often carefully manoeuvring compliance regulations and layers of internal politics. No stones will be moved unless there is a strong mutual trust from both sides. It can be frustrating, but also remarkably impactful. B2B relationships are often long-term relationships for years to come, allowing you to make huge impact for people who can’t choose what they use and desperately need your help to do their work better. [continues in comments ↓] #ux #b2b

Over the last few years, we’ve seen the rise of distinct AI roles: Some focus on building models. Some specialize in prompting them. Some orchestrate entire multi-agent ecosystems. But here’s the challenge: Most people dive into AI without a clear path. They juggle multiple tutorials, frameworks, and buzzwords — without direction. And often feel stuck… despite all the learning. That’s why I created this visual roadmap to demystify what it actually takes to build a successful career in AI—whether you’re starting out, switching domains, or upskilling. 𝟰 𝗥𝗼𝗮𝗱𝗺𝗮𝗽𝘀. 𝟰 𝗖𝗮𝗿𝗲𝗲𝗿 𝗣𝗮𝘁𝗵𝘀. 𝟭 𝗨𝗻𝗶𝗳𝗶𝗲𝗱 𝗩𝗶𝘀𝗶𝗼𝗻 𝗔𝗴𝗲𝗻𝘁𝗶𝗰 𝗔𝗜 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 Master LangChain, LangGraph, AutoGen, CrewAI Design decision-making agents with memory, context, and orchestration Build truly autonomous multi-agent systems that reason, act, and collaborate 𝗚𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝘃𝗲 𝗔𝗜 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗲𝗿 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 Learn the foundations of GenAI: transformers, LLMs, embeddings Build applications using OpenAI, Hugging Face, Cohere, and Anthropic Fine-tune models, use vector databases (RAG), and bring GenAI apps to life 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 Go deep into math, stats, algorithms, feature engineering, and modeling Master Python, Scikit-Learn, XGBoost, and model deployment Build solid ML portfolios that showcase real-world impact 𝗔𝗜 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 (𝗙𝘂𝗹𝗹 𝗦𝘁𝗮𝗰𝗸 𝗔𝗜) Cover it all: computer vision, NLP, reinforcement learning, AI ethics, model governance Use TensorFlow, PyTorch, and integrate AI into products end-to-end Prepares you for both research-driven and production-focused roles What’s unique about this roadmap? Clear step-by-step milestones Specific tooling and frameworks to focus on Career-aligned structure based on real job roles End-to-end guidance from fundamentals to job search Who is this for? College students entering AI Professionals switching to ML or GenAI roles Engineers looking for clarity in a noisy landscape AI educators mentoring the next wave of practitioners Startups guiding their technical talent in AI-first environments This is the kind of map I wish I had when I started. If this helps you or someone in your network: Repost it to reach more learners

"The current approach to the employee experience simply doesn’t work." Employee experience often gets treated as a comp exercise, fixes to onboarding, maybe a revised perf process -- often built "one size fits all." Companies invest heavily in customer experience. Research, data science, human-centered design and product management creates massive results through personalization, loyalty and deep understanding of emotional drivers. What if we applied a lot of the same tools to employee experience? What if we thought of employee experience through the lens of product management? Great #EX boosts retention and drives great #CX. Visibly in retail: Trader Joe's and Costco have excellent EX, strong financials and very loyal customers. This movement is growing. It will get larger because the demographics of labor are changing: slow growth, more diversity, tradeoffs well beyond comp and benes. Here's some faves, 🔗 in comments: follow them all if you don't already! ⭐ Samantha Gadd and Kalyn (KP) Ponti have been leading with their EX Manifesto and focus on human-centered design. How to work directly with employees to understand needs, and build together. Which leads to... ⭐ The top quote from "Reimagining Work as a #Product" by Dart Lindsley & Eric Anicich brings product design thinking to life with stories from Eli Lilly, Shopify and Dropbox where the Melanie / Alastair / Allison trifecta are re-imagining #EX. They share a framework that breaks down a job into tasks, understanding what's rewarding vs drudgery. Work that ... ⭐ Debbie Lovich & Rosie Sargeant quantified: increasing joy boosts retention by almost 2X, and that you can't make assumptions about what brings someone joy: a break where you write notes might be joyful. Debbie and I just talked about how Clay Christensen's "Jobs to Be Done" (JTBD) framework applies to employees. Why the job someone takes often has less to do with comp and title than a broader set of tradeoffs. "JTBD" shows in Dart & Eric's work, and is central to... ⭐  Ethan Bernstein, Michael Horn & Bob Moesta's "What Companies Get Wrong About Employee Experience" which breaks down four typical quests of people taking on a new role -- what are they "hiring" that role to do? Understanding the emotional context of leaving or taking a new job and the desires and tradeoffs of individuals boosts outcomes -- especially retention. Emotional context also shows up in #AI adoption... ⭐ Christina Janzer & Lucas Puente's work on AI personas, which I recently shared -- how might those personas overlap with someone's "JTBD" of their role? ⭐ Rodney Evans knows this is a major transformation, and one group who needs help changing how they work is #HR. Rodney and team do work with people who want to do the work... Which leads to one last quote: ⭐ "Let the work do the work" Iain Roberts, taking a design-centered approach to improving EX by working on it directly with the team. Who am I missing? #FutureOfWork #retention

Is only fair compensation enough for an employee to thrive in the company? After spending over a decade in this industry. I have realized that fair pay or bonuses are not the only factor to make your employees feel satisfied at the workplace! It is crucial but it’s just the beginning. The real winner here is employee experience and here is how we can create workplaces that people love: ✅ Build Real Connections: 📍Encourage team bonding: Set up regular team-building activities, both in-person and virtual. 📍Create mentorship programs: Pair junior staff with experienced leaders for guidance and support. 📍Host regular check-ins (not just performance reviews): Go beyond annual reviews. Have informal chats to understand your team's needs and aspirations. ✅ Offer Growth Opportunities: 📍Support career pathing: Help employees visualize and work towards their long-term goals within the company. 📍Celebrate learning, not just results: Acknowledge efforts to acquire new skills, not just successful outcomes. 📍Offer stretch assignments: Give people chances to step out of their comfort zones and grow. ✅ Listen and Act: 📍Run regular surveys: But don't just collect data - act on it! 📍Have an open-door policy: Make leadership accessible and approachable. 📍Actually, implement good suggestions: Show your team their voice matters. Create feedback loops: Keep the conversation going and update on progress. Remember: Happy employees are productive employees. When people feel valued, supported, and engaged, it's not just good for them - it's great for business. Lower turnover, higher productivity, and a positive company culture all contribute to the bottom line. But this isn't a one-time effort. Creating a fantastic employee experience is an ongoing process that requires commitment, creativity, and genuine care for your team. What's one innovative thing your company does to boost employee experience? Or what's something you wish your workplace would implement? Let's share ideas and elevate HR practices across the board!

Are you applying product thinking to how you design people experiences? Then may I add some ingredients to what you’re cooking up. Because while product thinking is powering up PX, transformational experiences need a bit more than that. From spending the last decade working with teams in this space, I’ve boiled it down to three key ingredients (which is tough, because this space is complex, messy and beautiful, but here we go): 🛠 Product thinking 🎭 Service design skills 🤝 Facilitation = Experiences that deliver results, for your people and business. If you’re thinking, “WTF do those words mean?” - fair. PX can be a jargon-fuelled frenzy. So, I mapped it out (and not just so I can finally explain my job to my pals). Here's how these ingredients come to life using the double-diamond framework as a familiar structure to get us started: 🛠 Product thinking: A structured, actionable and measurable way to test, iterate & improve people experiences. 🎭 Service design: Aligning the front stage customer AND employee experiences with the backstage systems, process and tech that make it viable. 🤝 Facilitation: PX doesn’t work in a vacuum, often it's a teams confidence in the application and advocacy that means PX initiatives can wobble. Bringing the right people along for the ride through curated conversations, safe spaces, and feedback loops build confidence and buy-in. But great PX design isn’t just about how. It’s about who and why. 👑 Leadership: They set the tone, make the hard calls, and need to be in the journey, not just (begrudgingly) signing off budget. 🫶 Engagement: People don't resist change, they resist being changed without involvement. Build understanding and capabilities beyond your people team (come-on, they've got enough on their plates) Cross-functional collaboration, specialised squads, show and tells and feedback loops are key. 🎯 Purpose & mission: Keep the goalposts clear while allowing creativity and play in execution. If people don't know why something matters and how it contributes to the bigger goal, it won't stick. 📏 Values: Your design principles - guardrails that shape experiences unique to your organisation, ensuring your experiences standout from the rest. 🔽 I designed this diagram to show how it all fits together. But don’t be daunted - PX isn’t about doing everything at once. It’s about knowing where you're at, what your people and business need, and applying the right tools at the right pace, then test, review and adapt to set up your style. So, PX friends, what do we think? Natalie Pearce, Megan Trotter, Luke O'Mahoney, Jessica Z., Mark Lewis, Marie Krebs, Matt McFarlane, JooBee Yeow, PhD, Natalie Lineton, Lauren Gomes, Vanessa Monsequeira - चित्रलेखा ---- ⬆️ This is a snapshot into how I work with leaders & people ops teams to design transformational experiences. Want to learn more? Follow along or DM me 💌 #PeopleExperience #DesignThinking #ServiceDesign #ProductThinking

AI field note: Career paths are strategy documents in disguise. When a firm formalizes a new career path, it’s not an HR announcement. It’s a sign post on where value creation is going and what capabilities it plans to build for the long term. PwC just launched a firmwide engineering career path. A few things about the structure matter: 🖖 Dual tracks (deep technical mastery + engineering leadership), so engineers don’t have to leave the code to advance. ⚖️ Market-aligned titles, small on paper, big as a signal: PwC is competing for the same talent as tech companies, on terms engineers recognize. 🤖 AI-native learning designed to keep engineers ahead of where the industry is heading, not just current with where it is. 🚄 There’s also an early pipeline move: Engineer Your Career, an immersive experience for rising college juniors. That’s more than recruiting. It’s identity-building. It tells the market that engineering in a professional services firm is a real destination, a real career. Professional services has historically organized around advisory disciplines, audit, tax, consulting. Engineering existed, but in service of those disciplines. Making it first-class says the work is structurally changing: you need people who build and ship, not just advise and recommend. The firms that attract, develop, and retain engineering talent inside a services model will look very different in five years from the ones that keep treating engineering as an add-on. This is one of the sign posts we are putting up at PwC that I’m most energized about. 

“Digital employee experience” is not vibes-based design It’s not choosing a soft purple palette, calling it intuitive, and hoping no one notices it still takes six clicks and a blood sacrifice to book annual leave. You can’t slap a shiny UI on top of a flaming pile of process debt and call it “seamless.” That’s not transformation, that's set dressing. Everyone’s suddenly a DEX expert. The same folks who gave us portal spaghetti and notification hell are now pitching “frictionless experiences.” But too often, that just means slapping a pretty front end on broken workflows, chaotic permissions and governance models dating from a time when ringtones were a viable business model. DEX is not vibes. It’s architecture. It’s fixing the process that requires three approvals to order a mouse. It’s surfacing the tools people actually use, not the ones the vendor bundle sold you. It’s getting out of the way when work needs to happen. If your shiny new experience layer sits atop seven outdated systems held together with contradictory data, expired tokens, a PowerPoint of dreams and no SSO, it’s not "consumer-grade". It’s a glitter-wrapped bin fire. I do not need another tile-based homepage or a vaguely AI-powered search bar, thank you. We need tools that actually work, processes that actually help, and design that starts with how people really work , not how your sales deck wishes they did. DEX that doesn’t address workflow, permissions and governance is like hanging a "Live, Laugh, Love" poster in a condemned building. It might look nice for five minutes (if you squint, and it's dark), but it’s still structurally unsound and legally questionable. Lovely wallpaper, shame about the roof. Let’s stop pretending design can rescue dysfunction. You can’t Canva your way out of 20 years of tech debt. DEX means doing the hard, unglamorous work of making things actually function, and only *then* making them delightful. Vendors: if your demo skips over how permissions work, I’m out.

HR is the Only Function That Touches Every Moment of the Employee Lifecycle. From the first interview to the final exit conversation and every promotion, conflict, and quiet check-in in between... HR is there. It’s the only function that travels the entire arc of an employee’s experience. That’s not an admin function. That’s a strategic mandate to shape how people experience work. So the question is: Are we just moving people through processes? Or are we designing experiences that leave a mark? -------- 𝗛𝗲𝗿𝗲 𝗮𝗿𝗲 𝘀𝗼𝗺𝗲 𝗻𝗲𝘅𝘁 𝘀𝘁𝗲𝗽𝘀 𝗛𝗥 𝘁𝗲𝗮𝗺𝘀 𝗰𝗮𝗻 𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿: > Map the lifecycle from the employee’s perspective, not just HR’s. Where are the moments that feel cold, confusing, or inconsistent? > Embed “experience design” into every touchpoint, from onboarding to performance reviews to exit interviews. > Train leaders on emotional milestones like promotion disappointment, role changes, or team conflict. These are often turning points in engagement. > Use data to connect the dots. Attrition, absenteeism, and feedback scores are signals, not statistics. > Never stop asking: How does this moment make someone feel about working here? -------- 𝗛𝗥 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗺𝗮𝗻𝗮𝗴𝗲 𝗽𝗲𝗼𝗽𝗹𝗲. 𝗜𝘁 𝗰𝘂𝗿𝗮𝘁𝗲𝘀 𝘁𝗵𝗲 𝗷𝗼𝘂𝗿𝗻𝗲𝘆 𝘁𝗵𝗮𝘁 𝗱𝗲𝗳𝗶𝗻𝗲𝘀 𝗵𝗼𝘄 𝗽𝗲𝗼𝗽𝗹𝗲 𝗿𝗲𝗺𝗲𝗺𝗯𝗲𝗿 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗳𝗼𝗿 𝘆𝗼𝘂. #DrJaclynLee #PeopleExperience #HRDesign #StrategicHR #FutureOfWork #EmployeeJourney

𝐓𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐨𝐟 𝐲𝐨𝐮𝐫 𝐜𝐚𝐫𝐞𝐞𝐫 𝐚𝐬 𝐚 𝐥𝐢𝐧𝐞𝐚𝐫 𝐬𝐜𝐫𝐢𝐩𝐭 𝐢𝐬 𝐚 𝐛𝐮𝐠. It’s actually a 𝐝𝐢𝐬𝐭𝐫𝐢𝐛𝐮𝐭𝐞𝐝 𝐬𝐲𝐬𝐭𝐞𝐦 𝐩𝐫𝐨𝐛𝐥𝐞𝐦 requiring high availability and fault tolerance. I realized that choosing a specialization in tech—be it Cloud Architecture, DevOps, or Full Stack—follows the same heuristics we use for 𝗦𝘆𝘀𝘁𝗲𝗺 𝗗𝗲𝐬𝐢𝐠𝐧. Here is the breakdown of the "𝐂𝐚𝐫𝐞𝐞𝐫 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞" protocol: 1. 𝗗𝗮𝘁𝗮 𝗜𝗻𝗴𝗲𝘀𝘁𝗶𝗼𝗻 (Know What You Like): Just as we analyze logs to understand system behavior, analyze your history. What topics do you advocate for during lunch? What GitHub repos do you star? This is your baseline telemetry. 2. 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗣𝗿𝗼𝗳𝗶𝗹𝗶𝗻𝗴 (Heatmaps): In the sketch, I drew a heatmap matching "Good At" vs. "Like." In engineering terms, this is finding the sweet spot between 𝗧𝗵𝗿𝗼𝘂𝗴𝗵𝗽𝘂𝘁 (volume of work you can handle) and 𝗟𝗮𝘁𝗲𝗻𝗰𝘆 (how much drag you feel doing it). 3. 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗗𝗲𝗯𝘁 𝗔𝘃𝗼𝗶𝗱𝗮𝗻𝗰𝗲 (The 'Yuck' Stuff): This is crucial. Just because you are efficient at cleaning up messy legacy code doesn't mean you should specialize in it. If a task has high proficiency but low satisfaction, it represents future burnout—essentially, 𝒄𝒂𝒓𝒆𝒆𝒓 𝒕𝒆𝒄𝒉𝒏𝒊𝒄𝒂𝒍 𝒅𝒆𝒃𝒕. Deprecate these tasks early. 4. 𝗘𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝗔𝗣𝗜 𝗖𝗮𝗹𝗹𝘀 (Ask the Big Kids): Don't rely on cached data. Poll external nodes (Seniors, Principals). Ask about their daily stack, their leadership exposure, and their context switching overhead. 5. 𝗧𝗵𝗲 𝗖𝗔𝗣 𝗧𝗵𝗲𝗼𝗿𝗲𝗺 𝗼𝗳 𝗖𝗮𝗿𝗲𝗲𝗿𝘀 (Pick 2 & Look Closer): You usually have three metrics: 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴, 𝗙𝘂𝗻, and 𝗣𝗮𝘆. It is rare to get strong consistency across all three immediately. Analyze your "Career Castles" (A vs. B) and decide which trade-off is acceptable for this specific epoch of your life. 6. 𝗥𝗼𝗹𝗹𝗶𝗻𝗴 𝗗𝗲𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁 (Start): Analysis paralysis is the enemy of uptime. If the metrics are close, deploy the instance that you are leaning toward. You can always rollback or re-architect later. Your career isn't a waterfall model; it's agile. Iterate often. Don't worry about a path not working out, you can always roll back :) #CareerPath #SystemDesign #SoftwareEngineering #TechCareers #Sketchnote

📞“𝘒𝘢𝘺, 𝘴𝘩𝘰𝘶𝘭𝘥 𝘸𝘦 𝘫𝘶𝘴𝘵 𝘤𝘢𝘭𝘭 𝘺𝘰𝘶 𝘸𝘩𝘦𝘯 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘤𝘰𝘮𝘦𝘴 𝘶𝘱? 𝘖𝘳 𝘦𝘯𝘨𝘢𝘨𝘦 𝘺𝘰𝘶 𝘰𝘯 𝘢 𝘧𝘳𝘢𝘤𝘵𝘪𝘰𝘯𝘢𝘭 𝘣𝘢𝘴𝘪𝘴?” My answer is simple: 𝗜𝘁 𝗱𝗲𝗽𝗲𝗻𝗱𝘀 𝗼𝗻 𝗵𝗼𝘄 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗶𝘀 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴. Here’s how I think about it: *** 🧩 𝗣𝗿𝗼𝗷𝗲𝗰𝘁-𝗯𝘆-𝗽𝗿𝗼𝗷𝗲𝗰𝘁 You call when there’s a contract to review, a dispute brewing, a fundraise, or a regulatory issue. This works if: • Legal needs are occasional • Scope is contained • You don’t need ongoing input ✅ The upside: 𝘕𝘰 𝘰𝘯𝘨𝘰𝘪𝘯𝘨 𝘤𝘰𝘮𝘮𝘪𝘵𝘮𝘦𝘯𝘵. 𝘊𝘭𝘦𝘢𝘳 𝘴𝘤𝘰𝘱𝘦. The limitation: I see snapshots. By the time I’m involved, commercial terms are often already agreed. At that stage, I’m managing risk, not shaping it. Each matter largely stands on its own. *** 🔁 𝗙𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 / 𝗿𝗲𝘁𝗮𝗶𝗻𝗲𝗿 In a fractional arrangement, I operate more like 𝗽𝗮𝗿𝘁-𝘁𝗶𝗺𝗲 𝗶𝗻-𝗵𝗼𝘂𝘀𝗲 𝗰𝗼𝘂𝗻𝘀𝗲𝗹. I'm embedded enough to understand: • your model, growth plans • your decision-making style, commercial priorities, and risk appetite • your team dynamics This allows us to: ✅ 𝘏𝘢𝘷𝘦 𝘢 𝘤𝘰𝘯𝘴𝘪𝘴𝘵𝘦𝘯𝘵 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘺. I cover matters across the business - commercial, governance, employment, regulatory - and can provide practical, holistic advice towards a consistent strategy. ✅ 𝘉𝘦 𝘮𝘰𝘳𝘦 𝘦𝘧𝘧𝘪𝘤𝘪𝘦𝘯𝘵. We are not starting from zero each time. ✅ 𝘉𝘶𝘪𝘭𝘥 𝘢 𝘵𝘳𝘶𝘴𝘵𝘪𝘯𝘨 𝘳𝘦𝘭𝘢𝘵𝘪𝘰𝘯𝘴𝘩𝘪𝘱. Conversations are more candid. Advice is more tailored. ⭐ On a fractional basis, I often run short in-house sessions for sales teams on contract risk, negotiation boundaries, data protection or dispute avoidance. That raises capability across the organisation. *** In short, it is: 𝗔𝗱𝗵𝗼𝗰 vs 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝗧𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 vs 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗥𝗲𝗮𝗰𝘁𝗶𝘃𝗲 vs 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗦𝗽𝗼𝘁 𝗰𝗼𝗿𝗿𝗲𝗰𝘁𝗶𝗼𝗻 vs 𝗦𝗵𝗮𝗽𝗶𝗻𝗴 𝗮𝗻𝗱 𝗚𝗿𝗼𝘄𝗶𝗻𝗴 *** 💰 𝗢𝗻 𝗰𝗼𝘀𝘁 𝗮𝗻𝗱 𝗯𝗶𝗹𝗹𝗶𝗻𝗴 • For either model, I don’t bill by the hour.    • I align on 𝘴𝘤𝘰𝘱𝘦, 𝘮𝘪𝘭𝘦𝘴𝘵𝘰𝘯𝘦𝘴 𝘢𝘯𝘥 𝘰𝘶𝘵𝘤𝘰𝘮𝘦𝘴. Fees are mutually agreed upfront.    • That keeps the focus on solving the right issues - not counting time. *** 📌 𝗦𝘂𝗺𝗺𝗮𝗿𝘆: • If you only need a lawyer once or twice a year, piecemeal is sensible.    • But if legal decisions are shaping how you hire, contract, scale and manage risk, then having someone alongside you - even fractionally - changes the quality of those decisions and the trajectory of your growth. Often, the relationship itself becomes part of the value. ❓𝘞𝘩𝘪𝘤𝘩 𝘸𝘰𝘳𝘬𝘴 𝘣𝘦𝘴𝘵 𝘧𝘰𝘳 𝘺𝘰𝘶𝘳 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴? #law #lawyer #fractional #advice #tech #governance #riskmanagement Kay Pang Law Practice LLC