Over the past 25+ years, I've partnered with Founders, CEOs, CFOs, COOs, and HR leaders across industries — often during high-stakes moments of change. This page highlights what that work actually felt like from their perspective.
M&AIntegrationUnionized9,000 employees
Major North American Logistics Acquisition · Unionized + Non-Union · Multi-country
Orchestrating HR integration across a 9,000-person workforce.
Context
A major North American logistics company had completed an acquisition that merged two enterprises into a single 9,000-person workforce. Unionized and non-unionized environments. Multiple ERP, HCM, and time systems. Tight regulatory and operational continuity requirements.
Challenge
No single owner for the People integration. Risk of leadership departure, business disruption, employee relations escalation, and union exposure if integration was rushed or fragmented. Eight workstreams running in parallel with overlapping change fatigue.
What I did
Led the HR integration workstream end-to-end. Co-authored the change management and communications strategy alongside a dedicated change workstream — facilitating workshops, defining audience personas, and drafting the communications used across hourly and salaried populations. Owned cross-functional alignment across HR, Payroll, IT, Finance, and external vendors. Drove the harmonization of terms & conditions, compensation, policies, and systems (SAP, Kronos, multiple UKG implementations, and Dayforce). Held the cadence — weekly governance, decision rights, escalation paths, and risk surfacing.
Held a 9,000-person integration together through sustained disruption — two companies, two cultures, an enormous volume of change and communication on a compressed timeline
Systems consolidation completed across multiple HCM and time platforms
Change adoption sustained through 12+ months of overlapping change
Leadership team retained through the most volatile phase of integration
"Kraig was a critical partner throughout our integration project portfolio, working closely with me and the HR team across terms & conditions, compensation alignment, HR systems, and change management and communications during one of the largest and most complex initiatives our company has ever undertaken. He helped us navigate multiple system transitions, complex terms & conditions changes, and payroll risk, all while keeping a strong focus on business continuity and the employee experience. He brought structure and clarity to highly complex work, communicated clearly under pressure, and consistently helped us make sound decisions when the stakes were high. Kraig has a deep understanding of how compensation, systems, and change intersect, and his ability to translate between HR, technology, payroll, and operations made him a trusted and steady partner throughout the integration."
— Alvin M., Director, Total Rewards and HR Technology
"Kraig was a critical partner through one of the largest and most complex projects our company has ever undertaken. He brought the structure, leadership, and calm we needed to move forward through constant change and tight timelines. He was hands-on and execution-focused, keeping cross-functional teams aligned and removing roadblocks across HR, Payroll, IT, Finance, and external vendors. He has that rare ability to balance urgency with clarity and never loses sight of the human impact of the work. He made a material difference to our ability to deliver."
— Liliana Mihailescu, HR Project Manager, Integration Management Office
Publicly Traded Parent Company · Internet Brands Portfolio · 400+ employees · 4 countries
Embedded Fractional CPO across a multi-OpCo public company.
Context
A publicly traded parent company with multiple internet-focused operating companies, navigating a period of significant transition — finance restructuring, leadership changes, HR systems decisions, and an ongoing reset of the People function.
Challenge
A People function under-resourced for the complexity of a multi-OpCo public company. A stalled enterprise HRIS implementation absorbing budget and team capacity. A Finance and People operating relationship that needed re-anchoring. Senior leadership transitions on the horizon — and the day-to-day work of running the function still had to land.
What I did
Embedded as Fractional CPO across the parent and operating companies. Led organizational design, role clarity, executive compensation, high-stakes terminations, and senior leadership changes — including sequencing, change management, and internal communications. Facilitated multiple Finance offsites to clarify roles and align on cross-functional ways of working. Negotiated the exit from a multi-year Dayforce enterprise contract — reducing a $225K CAD cancellation fee to a $37K all-in settlement. Led the redesign and relaunch of the Employee Share Purchase Plan, and continue to mentor the VP of HR and broader HR team.
~$185K saved on Dayforce contract exit; HRIS roadmap re-anchored to real business needs
Employee Share Purchase Plan redesigned, relaunched, and adopted
Finance and People operating cadence established and sustained
Executive compensation, leadership changes, and HR team capability managed end-to-end
Privately-held family business · Agriculture · 30 to 60+ employees
Building leadership and operating discipline in a family-run business at a critical inflection point.
Context
Privately-held, family-run business at the transition from startup to revenue-generating. Strong vision but a leadership team unclear on roles, communication breaking down, family dynamics eroding trust across the broader workforce. eNPS at -30. Real flight risk on the leadership team.
Challenge
Diagnose what was actually broken — separating the founder's perception from the lived reality. Stabilize the leadership team. Address family-business dysfunction without rupturing trust. Build the operating discipline a small business needs to scale.
What I did
Brought in for a phased engagement. Delivered an on-site HR assessment with leadership and production interviews, an eNPS measurement, and prioritized recommendations. Facilitated a multi-day leadership offsite that defined vision, mission, values, guiding principles, roles, and decision rights. Retained on a Fractional CPO retainer for ongoing leadership coaching, operating cadence, compensation framework, and complex employee-relations support.
Leadership team realigned on roles, responsibilities, and reporting structure
Vision, mission, values, and operating cadence defined and operationalized
Family-business dysfunction directly addressed through coaching
Retained as ongoing CPO advisor through the next phase of growth
Global Mining Company · Digital Analytics Group · Multi-country
Digital transformation at a global mining leader.
Context
Joined a global mining company's Digital Analytics group during a period of significant transformation, supporting its evolution from a 700-person team into a global driver of digital innovation across the enterprise.
Challenge
Build People, Change, Engagement, and Office Services capability for a fast-growing digital arm inside a traditional industry leader. Modernize operations through digital transformation while retaining and engaging specialized technical talent in a competitive market.
What I did
Led the HR workstream for Digital Analytics — workforce planning, engagement, change leadership. Provided strategic oversight as the organization modernized through digital transformation. Supported analysis of opportunities to commercialize internally developed intellectual property across a portfolio of proprietary mining software solutions.
Digital Analytics scaled as a global digital innovation driver
Workforce planning, engagement, and change strategy operational
SaaS commercialization analysis informed strategic direction
Engagement and retention sustained through transformation
"Kraig provided strategic input to our digital strategy with exceptional insight and knowledge of how to build and run a SaaS business. His forward-thinking approach fostered collaboration while also challenging assumptions and bias."
— Andrea Leroux, Head of Digital Analytics
"He navigated constant change with the ease of a seasoned senior leader, advocating clear and honest communication while fostering a culture of accountability and transparency."
— Patrick Doyle, VP, Human Resources
Numinus Wellness · TSX-listed · Mental Healthcare · July 2019 – October 2020
Building the People foundation through TSX-V listing and uplisting.
Context
Numinus was a fast-scaling mental healthcare company preparing for a TSX-V listing, a subsequent uplisting, and an active growth strategy.
Challenge
No People function. No org design. No leadership operating cadence. Listing was imminent. Culture was strong but un-systematized — and at risk of fracturing under the pace of change.
What I did
Joined as Advisor, then as Chief People Officer. Built and scaled the full People function from the ground up — talent, total rewards, performance, learning, org design. Led the People workstream through the TSX-V listing, the subsequent uplisting, and the integration of a clinic acquisition. Anchored leadership standards and culture through the listing and the integration of geographically and culturally diverse teams.
TSX-V listing and subsequent uplisting completed
Full People function built, scaled, and operational
Clinic acquisition integrated across people, systems, and culture
Leadership team aligned through one of the most complex periods in the company's history
"Kraig was instrumental in building our company from the ground up and taking us public. He united geographically and culturally diverse teams into one family."
— Payton Nyquvest, Co-Founder & CEO, Numinus
"He brings clarity, strategic insight, and the courage to say what needs to be said — always in service of the team and the mission."
— Stacey Wallin, Co-Founder & Chief Strategy Officer, Numinus
Public eGrocery Tech Company · B2B + B2C · Europe-bound
Scaling People Ops for a publicly traded eGrocery tech company.
Context
Public eGrocery tech company in rapid growth, preparing for European market entry. The HR team was tactical and under-resourced relative to the scale of the business.
Challenge
Transform an under-resourced HR function into a strategic, scalable team during a time of rapid growth and global expansion prep — without disrupting day-to-day operations.
What I did
Brought on as SVP, People and Chief People Consultant. Built and led a full-spectrum People function — HR partners, talent acquisition, program design, safety, and systems implementation. Partnered across B2B and B2C business units to elevate culture, improve retention, and prepare for European market entry.
Tactical HR transformed into strategic People function
Culture and retention improved across B2B and B2C units
People infrastructure ready for European market entry
Leadership team aligned on long-term, team-member-first decisions
"Kraig guided us in transforming from a tactical HR team to a strategic partner that supports our growth and culture. His people-first approach influenced every level of the company."
— Monique Lynn, VP, People
"He built a strong team that empowered our leaders to think long-term and prioritize the team member experience in all business decisions."
— Corbin Bourree, SVP, eCommerce & Retail