For organizations
When growth outpaces structure
Fractional HR / Interim HR
The context of my intervention
I work with organizations that grow or transform faster than their structure can support.
The problem is rarely a lack of tools: it is the difficulty of making clear decisions while people, roles, priorities, and technology are changing.
I typically intervene when the organization is growing rapidly, undergoing a leadership transition, needs to realign roles and responsibilities, or does not yet have a structured HR function and people management has remained within the administrative area.
During these transitions, I join companies as a Fractional HR or Interim HR professional to bring structure and clarity as complexity increases.
The type of complexity I work with
Recurring signals:
- unclear or constantly changing roles
- decisions postponed because “it is not the right time”
- growth that generates friction instead of momentum
- AI introduced without a shared criteria
- decisional overload and managerial pressure
What I do (and what I don't)
I work to:
- create mental space and decisional clarity
- reduce organizational noise
- distinguish the essential from the accessory
- make decisions sustainable over time
I do not bring:
- pre-packaged models
- standard frameworks without context
- additional complexity
Moments when I step in
I guide organizations to build only the structure they truly need.
This means:
chiarire responsabilità e confini decisionali
dare forma ai ruoli senza irrigidirli
sostenere i manager nei passaggi di responsabilitÃ
evitare strutture premature e pesanti
Structure is not an end: it is a support for decisions.
Thoughtful AI, even in the company
I use AI when it:
- reduces operational friction
- clarifies information
- frees up time for decision-making
I do not use it to:
- replace human thought
- create technological dependency
- chase hype
AI is an organizational behavior, not a project to be delegated to IT.
How I work
I enter organizational contexts, listen, observe, and help bring order and clarify priorities until the organization can sustain decisions independently.
Who I work best with
- Growing SMEs
- startups and scale-ups
- entrepreneurs and managers in uncertain contexts
- organizations without a structured HR function or undergoing transformation
I do not work with those looking for shortcuts or who delegate their decisions.
The structure of interventions
Organizations go through different phases. Interventions may concern architecture, leadership, or compliance. There are six work areas, organized into two macro-sections.
Architecture and Governance of the HR Function
Structuring the HR function when growth outpaces the organization. Construction or restructuring to ensure role clarity, consistent processes, regulatory governance, and skills transfer.
Leadership Assessment and Development
Structured assessment and coaching path for first and second-line management. Hogan + Coachability Assessment + individual coaching. Objective: increase decisional quality, accountability, and transformative awareness.
Leadership and Team Performance
Executive experience in collaboration with Cristiana Monina. Strategic simulation, classroom work, and real navigation to observe leadership under conditions of complexity.
Regulatory compliance is not just a task to be filed away. It is a change management lever that impacts culture, decisions, and organizational responsibility. The most recent European regulations—AI Act, work-related stress, pay transparency—do not just require updated documents. They require organizations capable of taking conscious responsibility.
AI Act: Governance and Organizational Responsibility
In partnership with Datapizza. AI system mapping, risk classification, AI Literacy, and integration into decision-making processes.
Work-Related Stress Assessment
Complete intervention in compliance with Legislative Decree. 81/2008. Data analysis, questionnaires, workshops, integration into the DVR (Risk Assessment Document), and improvement plan.
Compensation Analysis and Pay Transparency
Alignment with EU Directive 2023/970, gender pay gap analysis, and framework for sustainable salary criteria.
People Due Diligence & Organizational Readiness
Financial and legal due diligence is not enough. Acquisitions fail when management and teams are not ready for change – and no one measured it beforehand.
Understanding Gen Z: at home and at work
An organisation where parents fail to understand their children is one where managers fail to understand their teams.
Training tailored for working parents, suitable for inclusion in corporate welfare programmes.
What the organizations I have worked with say
Tatiana ha saputo trasferire le competenze acquisite in anni di esperienza nelle multinazionali alla nostra piccola media impresa, adattando le soluzioni proposte al nostro contesto e alle risorse disponibili. È stata per noi un valore aggiunto inestimabile, non solo per i risultati immediati, ma anche perché ha impostato la gestione delle risorse umane in modo che l'azienda possa operare autonomamente nel lungo termine. Ogni PMI dovrebbe comprendere come gestire al meglio le proprie persone, poiché esse rappresentano il vero patrimonio delle aziende. Tatiana ha la capacità di ascoltarle e farle fiorire.
Lorenzo Lorenzi
Entrepreneur and CEO, Lorenzi Srl
Con Tatiana ho avuto la possibilità di efficientare la mia azienda, specializzata nell'organizzazione di eventi. Grazie alla sua consulenza sul design organizzativo, abbiamo ridisegnato le funzioni aziendali, migliorando significativamente l'efficienza interna. Tatiana ci ha aiutato a implementare piani di sviluppo e corsi di formazione anche rispetto all'uso dell'AI, per migliorare le competenze interne, e a valutare le risorse già presenti, identificando competenze mancanti e definendo i ruoli necessari da ricercare sul mercato. Questo approccio ha aumentato l'efficienza della nostra struttura organizzativa, permettendoci di servire meglio i nostri clienti. La consulenza di Tatiana è stata essenziale per il nostro successo e crescita.
Claudia Gozzi
Entrepreneur and CEO, Iantra Srl
