About Joseph
HR that thinks like a CFO and executes like a project manager.
I started with a Finance degree, not an HR one. Before I ever ran a people team, I was inside nuclear manufacturing at Westinghouse — where the standard was zero tolerance for missed milestones and every decision had a measurable outcome.
That's the lens I bring to M&A. Not HR-as-support-function. HR as a core driver of whether the deal actually delivers.
The Point of View
Most integration failures aren't financial. They're people failures.
Culture shock that tanks retention. Change management that arrives too late. Systems that can't support the combined entity. Workforce transitions handled in ways that generate legal exposure and morale collapse.
I've seen all of it firsthand: on the floor of a nuclear components plant, in a works council room in Orsay, France, and inside the HR operations of a global airline.
The pattern is always the same — great strategy, insufficient execution on the human side. That's the gap I close.
The deal is just the beginning.
Getting it right is the work.
If you're an acquirer who needs someone to own the people side — from first look through full integration — let's talk about what that engagement looks like.