People & Culture · AI Transformation · New York
a year spent building what the role is hiring for.
First HR hire at 8 employees. Head of People at 750 and $1B in revenue. Now helping leaders bring AI into their organizations without losing their people.
See what I built ↓things i made, not roles i held.
One body of work, two outlets: How to Boss AI for thinking and advisory, Bubble Boss Co. for coaching.
An AI readiness diagnostic with tracks for C-suite, leaders, and individual contributors.
A weekly newsletter on leading through AI without losing people.
A reusable library of AI skills and context files for voice, brand, and client work.
An interactive coaching tool for mapping balance across the areas of a life.
A 16-question self-check on whether AI is amplifying you or automating you away.
A guided 4-4-4-4 box breathing exercise for calm and focus.
Step 2 of 4 · the builder
First HR hire at a construction management firm at 8 employees, then led People through growth to 750 employees and $1B in revenue, a national expansion, and an acquisition surge. Owned the full employee lifecycle with a very small team.
the 18-year arc.
I joined a construction management firm as its first HR hire at 8 employees and stayed 18 years, building the People function as the company grew to 750 employees and $1B in revenue.
Today I run Bubble Boss Co.: AI advisory and fractional People leadership through How to Boss AI, and one-on-one coaching through Bubble Boss Co.
2025 – now
Bubble Boss Co.
AI advisory, executive coaching, and fractional People leadership. Built AI Compass, launched How to Boss AI, completed MIT's Applied Agentic AI program.
2019 – 2025
JRM Construction Management
Led People through national expansion to 750 employees and $1B in revenue. Moved to UKG, built the first people analytics platform.
2011 – 2019
JRM Construction Management
Scaled as a two-person department through an acquisition surge. Wrote the SOPs, built multi-state compliance, ran the move to Namely.
2007 – 2011
JRM Construction Management
Joined as the sole HR function at 8 employees. Built everything from scratch through the 2008 financial crisis, growing to 80.
2005 – 2007
Stamack
Supported the CEO through a company wind-down and joined the founding group that became JRM.
Map the work, document it, systematize it, then train people to run it.