At Smarsh, I helped redesign the HR operating model for a 1,200-person global software company, shifting service delivery toward tiered support, structured intake, automation, and employee self-service. This work ran alongside a broader three-year effort to improve company profitability.
I contributed through org design, spans and layers analysis, workforce planning, and succession and critical-talent strategy, working to align the HR structure with the company's growth and efficiency goals.
Over that period, the company moved from marginal profitability to over $100M in EBITDA, with the HR transformation work cited as one of the contributing levers.
Smarsh