How HR, Technology, and Entrepreneurship Shape the Future of Work – with Geraldine Butler-Wright from RorCas

In a recent episode of the HR business marketing podcast, A Better HR Business, Ben and his guest, Geraldine Butler-Wright, talk about how HR struggles with its reputation, how to align people operations with genuine business outcomes, and what the future holds in a landscape where AI and agility are reshaping organizations.

Geraldine Butler-Wright is a strategic and hands-on People leader with over a decade of experience scaling global FinTech, HealthTech, SaaS, and AI companies from Seed to Series D. As the founder of RorCas, she helps ambitious startups get the people part right—fast—working with founders and executive teams to design organizations, embed performance and leadership systems, navigate restructures, and integrate AI into people operations without losing trust.

Geraldine brings board-level perspective and operational rigor, having delivered measurable impact including multimillion-pound OpEx savings, double-digit eNPS growth, and large-scale team expansion. She’s also the host of People and Pioneers, a top 20% global podcast heard in 21 countries, where she speaks with founders, scientists, and investors about how people shape success.

A Durham University alumna with postgraduate studies in HR Management from the University of London, Geraldine also holds certifications in Executive Coaching, Resilience, and U.S. Foreign Service HR.

RorCas is a strategic People and HR consultancy, dedicated to helping startups and scale-ups get the “people part” right so they can focus on growth, revenue, and innovation. Using a product design approach, RorCas builds adaptive, high-impact people strategies tailored to each company’s stage—from Seed to Series B and beyond.

Whether it’s shaping organizational design, scaling high-performance teams, or preparing for international expansion and M&A, RorCas delivers measurable results: freeing up founder bandwidth, driving six-figure savings, and creating lasting cultural and performance gains. Partnering with ambitious founders and investors, RorCas ensures people strategy becomes a true growth enabler—not a bottleneck.

You’ll hear practical strategies for client acquisition, marketing for HR & workplace consultants, and using AI in consulting. Whether you identify as HR, workplace, L&D, OD, recruitment, or people & culture, you’ll discover real stories and actionable advice to attract clients, win contracts, and grow sustainably.

Whether you’re navigating leadership transitions, looking for practical business development tips, or curious about how technology is reshaping HR, this episode is packed with actionable insights and candid advice.

What You’ll Learn in This Episode:

• How Geraldine reframes HR’s role to grow credibility and win high-value projects.
• The importance of solving business problems (not just HR numbers) for client acquisition.
• Pro tips for networking, managing business volatility, and leveraging AI tools to scale a consulting practice.

Resources & Links Mentioned:

• RorCas website: www.rorcas.com
• Geraldine’s LinkedIn: www.linkedin.com/in/headofpeoplegbutlerwright/

Scroll down for the audio version and the transcript.

Ok, onto the show!

Audio Version – How HR, Technology, and Entrepreneurship Shape the Future of Work – with Geraldine Butler-Wright from RorCas

---

You can find the podcast on all the main podcast players.

---

About The ‘A Better HR Business’ Podcast

In my HR marketing podcast, I talk with different HR consultants and HR tech companies from around the world to learn about what they do and how they keep their businesses healthy and moving in the right direction.

If you have questions you want to ask me about growing an HR consultancy or marketing for HR tech companies, just let me know or visit the HR marketing services page.

Remember to subscribe to our mailing list to get notified of new episodes.

Enjoy the show!

---

Episode Transcript

Episode 296: How HR, Technology, and Entrepreneurship Shape the Future of Work – with Geraldine Butler-Wright from RorCas

Ben [00:27]:
Hello. Welcome back to the show. Great to have you along. I am delighted to be speaking today with Geraldine Butler-Wright. Geraldine is the founder of an amazing business, RorCas, which is www.rorcas.com and she is the Chief People Officer and Founder of the business. And we’re going to dive into all that she’s accomplished and plans to do in the future as well. But firstly, Geraldine, thank you very much for joining me today.

Geraldine Butler-Wright [00:50]:
Thanks very much for having me. It’s lovely to be on this side of the podcast seat. Very nice.

Ben [00:57]:
Yeah. So I think it’s a lot easier and a lot more fun when you’re asking the questions, but what’s it like today on the other side?

Geraldine Butler-Wright [01:02]:
I’ll let you know at the end.

Ben [01:04]:
It gets brutal, let me tell you.

Geraldine Butler-Wright [01:06]:
It’s been a while. Okay. Embracing myself, Ben. Yeah, I’m sure it’ll be lovely. I’m sure it’d be great. Thank you for having me.

Ben [01:12]:
Of course. I was going to ask at the end, but let’s start. Tell us about your podcast. What’s it all about?

Geraldine Butler-Wright [01:17]:
It’s called People and Pioneers, and it’s having conversations with interesting founders, scientists, thinkers, investors, about how the people part has been really integral to how they have built their career, their businesses, their investments, and sharing some of their lessons learned so they can share those on to other founders, investors, etc. Really proud of it. Top 20% globally, listened to in 21 countries, five star ratings. I’m very pleased. Something that started out as a experiment has taken on its own life and, yeah, I’m proud of it.

Ben [01:55]:
Fabulous. Fabulous. I was talking to someone the other day about taking action, things like this, and I revealed that it took me an extra three months for me to start this podcast because I thought, “Listen to someone talk about HR in an Aussie accent—talk about silly reasons.” I think people come up with all sorts of stuff like tech and things like that. What led you to the formation of the podcast? What kicked you into gear in that regard?

Geraldine Butler-Wright [02:15]:
Well, I had a conversation with a dear friend called Hung Lee and he has this brilliant idea.

Ben [02:21]:
Wonderful guy.

Geraldine Butler-Wright [02:22]:
We were having lunch one really cold December afternoon, and he said, “Gee, why don’t you just start a podcast?”

I was like, “Podcast? For me? Really? I don’t know.”

He’s like, “Yeah, just give it a go.”

My background is in recruitment, so I love asking questions. It was quite a natural—well, a natural progression in many ways.

And I’m curious and interested in how founders, investors, and other interesting people think, and how it’s influenced their lives.

So once I got over that “Oh, podcast? Me?” moment — I just thought, “Just do it. Just jump in and do it.”

I’m fortunate enough to have a lovely network of people who I could try it out with to start. A lot of the people I know on the podcast, they’re friends — and that helped build that confidence and ease into going into it.

How about you? How did you find those first guests to get things off the ground?

Ben [03:18]:
Well, I think the podcast followed — or just preceded — when I ran an HR conference. Got about a thousand people along for it, more in the HR consulting space.

But yeah, I agree with you — it’s fabulous. There are different ways you benefit. One is that you get to clarify your own thinking on things. You’ve probably found that, I suspect. And we’ll get into what you do and how you do it, but I imagine it helps you clarify your processes, your opinions on HR practices, or whatever it may be.

It also lets you learn from other people — so you stay sharp.

And then, from a business development perspective, you get to meet future clients — or maybe past clients — and get them to share their victories with the world. There are so many different benefits, not to mention connecting with other influencers and things like that.

Geraldine Butler-Wright [03:59]:
Absolutely. And I think, as well, my mindset is very much “people as a product.”

So when I have conversations with that group, you’re doing your discovery, your user research, and you’re aligning on: What do these founders or investors really want right now? — rather than making assumptions.

It’s interesting to see some key trends when you’re having conversations with people — about their successes, their failures, what they’ve learned — and how you can adapt your value proposition to being a painkiller rather than a vitamin, which is often what this group is really in the market for.

One of the interesting things I’ve noticed in pretty much every podcast I’ve done is the focus on intentionality with founders.

It’s a great reminder to make sure you’ve got your value prop really clear — what you do, why you do it, who it’s for — which, sometimes in HR, can get lost in the noise. That’s been a great check-in for me as I’ve been doing them.

Ben [05:02]:
Normally I might dive into “Tell us your life story, your history, your CV,” but you take some pretty strong stances on things.

For instance, you wrote a post a little while back on LinkedIn about HR having a bad rep and all that sort of stuff — and I think we’ve all heard that HR stands for “human refuse” and all that.

Can you talk us through that post and your thoughts around it?

Geraldine Butler-Wright [05:20]:
Yeah — or “human remains,” also.

So it was a post that had spun from a session I’d done with a group of 50 MSc students at UCL. I’m on their advisory board for people analytics and human-centric leadership.

And my style is say it as it is — being in a mind space where, quite frankly, it helps, because if we don’t talk about these things, then if there are problems, how are we going to address them?

So my opening comment was: “HR has a terrible reputation.” And that comes from a lot of discovery — when I’m having conversations with founders and with investors — where HR is often seen as the blocker, the spider at the center of the gossip web.

They love red tape, they love to tell other people how to do leadership, but they’re actually pretty rubbish at leadership themselves. They paper over poor performance in their own team.

They love creating fiefdoms around them. “HR is the business,” I hear this regularly.

And there’s this incredible YouTube video I watched recently, from a group of tech founders, who are effectively saying, “You don’t need HR — you need an admin and a lawyer on retainer.” That’s what’s going around in the ecosystem at the moment, and it’s something I hear regularly.

I think it’s really important for HR to just take that on board — absorb that and think, “Okay, so there’s something going on there with the messaging or what we’re producing as a result.”

We need to think about our users: would they subscribe — or want to subscribe — to our services month on month? Probably not, given that the individuals I’m speaking to are decision-makers.

So it’s things about, you know, really getting back to the business — the needs of the business. Not becoming a silo of, you know, issuing lots of policies, or “this is what culture is,” or telling people.

It’s about finding out, “What’s the problem that needs to be fixed that we can help you with?” — understanding what the goals of a business are.

I’m astounded when you chat to some HR people that they’re very removed from that. So it’s about getting deep — understanding, in the language of the business, how their initiatives link to the bottom line: making money for the business.

Because very few companies are, you know, social enterprises.

There’s a whole piece around narrative — and that’s something I feel very passionately about. I’m speaking to this talent coming up and making them think about business outcomes and helping businesses win, rather than being a cost center, which is where a lot of the mindset is.

And certainly with AI, there’s a huge opportunity there for HR to position themselves as that incredible support — where you bring together technology and business.

You think of Moderna — what they’re doing is incredible. But that’s often not where businesses are looking, or how HR are showing up and presenting themselves.

Ben [08:26]:
Yeah, you actually just reminded me of — I think it was my first ever HR manager role. It was an international resources company, but I was in the steel manufacturing division.

And in your post, you talk about HR — people might say, “Oh, let’s try and get 10% turnover reduction,” or something like that. But you were recommending, or suggesting, or saying, no — a better way to do it is to talk about what that actually means in terms of impact on the business.

So, in my case, it was about productivity — that if we can reduce certain negative factors and increase others, whether through better recruitment, training processes, etc., we can actually make more money for the business because we get better productivity, yield, and so on.

I think that’s where you were headed with that post — don’t just talk about the HR numbers for HR’s sake, but where does that lead in the business. Is that right?

Geraldine Butler-Wright [09:11]:
The “So what?” — why are we doing this? Sounds great, but what’s in it for the business?

And I think that’s the missing point. We get halfway there with, you know, “Let’s cut turnover by X,” but — okay — how is that going to impact what product line? How is it going to help revenue generation?

When HR starts speaking like that, then the credibility increases — and so does the perception of value. And obviously, you want to make sure that follows through to impact and results. That’s when it becomes more of that true partnership.

I saw recently a post about the Netflix model — how HR headcount actually was higher than the actual business. And you know, “HR is the business.” I completely disagree with this, fundamentally. I think that comment is driven by ego, and it’s not helpful.

It also enables very bloated HR teams that exist to create their own fiefdoms. Not always — the Netflix model is the exception rather than the norm.

They’ve got a lot of high talent density — that’s what they’re all about. But that’s a very different setup from many companies.

So I’d say: treat it with caution, those kinds of models.

Ben [10:21]:
I think they were the ones famous for their culture deck, if I recall correctly.

Geraldine Butler-Wright [10:25]:
Which is, I mean, incredible. Absolutely love their culture deck — and that feeling of accountability and responsibility. Superb.

But also, where we are as a world right now — I’m a big futurist, right? So these are my predictions, Ben.

Here we go. Brace yourself.

So, I see sort of two paths you can have: the rise of the entrepreneur. When you think about the enablement of Lovable — I’ve just been doing my website on Lovable, right? I don’t need to get a dev to do it, albeit I’m learning as I go along.

But I’m DIY-ing. And there are going to be a lot more smaller, high–talent-density teams that are able to create incredible results.

If you think about their valuation — north of $1 billion in a very short amount of time — they were founded in 2023.

Ben [11:11]:
Wow.

Geraldine Butler-Wright [11:12]:
And when they got that valuation, their headcount was around 16. One-six.

So, when investors are looking and going, “Hang on — this company in our portfolio has 16 people and their valuation is X, and they’ve delivered…” — I believe it was a few million ARR per employee — that’s great.

But then you’ve got another company with a headcount of a hundred, and you’re half that at best, or maybe you’re not breaking even. You’ve become, you know, the zombiecorn.

Right — never mind a unicorn, a zombiecorn! How does this work out? This doesn’t match.

So, you’ve got people who are becoming entrepreneurs straight out of the gates — maybe their first job, or straight out of university. You’ve got these high–density small teams.

Or, if you’re looking at the bigger companies — like Moderna — you’ve got Chief People and Digital Officers where you’ve got GPT running a majority of the stuff HR used to do. And that’s fascinating.

Ben [12:10]:
I see this as the future — and I probably would agree with most of that.

Are you looking to help companies do that? And secondly, could you tell us about what your business is, and how you help these founders and companies?

Geraldine Butler-Wright [12:21]:
Sure. So I help build or reset tech companies. So anywhere from your zero to a thousand employees in a year to going in after the business has maybe pivoted or perhaps they haven’t scaled in a sustainable way and resetting the business so then they can grow again in a way where they can wash their own face effectively. There’s not such a chew on runway and they’re able to survive the turbulent times which are I think going to be around for a while longer. So a few of the things that I do there are organizational design, so saying restructures, there’s lots of new fancy words for restructures. But it ultimately it is what it is doing it in a way where people don’t end up with PTSD and the brand is impacted as well. Also looking at culture and values, establishing what those are hiring for, high talent density and also these high performance teams and the AI transformation piece as well, getting people brought along on that journey as companies naturally evolve. So my background’s predominantly FinTech, Health Tech, AI SaaS.

I’m also a qualified executive coach and my sweet spot – I love helping those leaders, high potential actually go into those C suite, those high level roles, rather than just throw them in and hope it helps. I’m an executive coach with chief product officer track women in products and also I work with BC’s Zinc VC as a founder coach for them. So that’s my background anywhere from, you know, Seed to Series D. So I’m a bit of a Swiss army knife when it comes to these things.

Ben [13:59]:
I love it. Well, they’re great services because, yeah, you’re right — you get the people going through the leadership track, but then perhaps not getting enough support when they do get the C-suite roles.

But also on the tech side of things — absolutely. You get all these people out of college, out of university, go and do a few hackathons, and then start something or join something. We’ve seen the movies. In some cases, we work there and we know what those cultures are like.

And in many of those cases, they’re growing so rapidly, but then they hit the 100– or 200–people headcount, and then they need to turn into a proper business — and that grinds to a halt in certain ways, and the culture changes.

So there’s a lot of things going on there. And that’s what you help with, is that right?

Geraldine Butler-Wright [14:35]:
I do, I do. Well, I also help in a way where you don’t have to have a headcount of 100 or 200. If you get the foundation — like you said, 16 — and the foundations are in place, it works.

It’s also that recalibration if you’ve got a really bloated headcount, and the lines of communication just multiply and complexity compounds.

So, you know, I put my operations hat on and go, “Okay, how can we make this more simplified?”

When you think about headcount, when you’re adding people, do we need human interaction here — 100% human interaction? Or can we have a hybrid? Or can this actually be an AI resource that we’re using?

It’s that intentionality. And I do a lot of work with leadership teams as well when they’re growing and expanding. Sometimes there can be that chasm that comes between leadership and the people in the day-to-day details. And how do you actually bring that closer?

So those are some of the areas that I focus on.

I think it’s incredibly exciting — what awaits us with AI, the possibilities, and the intellectual challenges that will come with that.

Ben [15:42]:
Yeah, absolutely. In terms of developing a business you’ve launched, growing your own business, what lessons have you learned? And then also in terms of growing a business, doing the mundane stuff like getting clients and scaling on that side, what lessons have you learned? What tips or advice could you share with others?

Geraldine Butler-Wright [15:59]:
Yeah, this is very fortuitous timing because I just hit my two-year mark.

Ben [16:02]:
Well done.

Geraldine Butler-Wright [16:03]:
I would say it’s tough. It is tough, tough, tough. And you will keep growing a thicker skin day by day. My practical advice would be:

1. Get at least 6 to 12 months of money behind you. Because things change on a dime. You may have somebody booked in, and they’re like, “Actually, sorry, it’s a bit volatile — we need to push it forward.” So have some money behind you, 100%.

2. Be very clear on what you’re offering. Network — but network strategically. Go to different groups, different talks where you know you’re going to have your users, your people who are either going to help spread the word about what you’re doing, or potentially partner with you.

You can go to so many things, and it can be wasted time. So really double down on that — ask yourself, “Hang on, so what? Why am I doing this?” I’d say that’s very important.

3. Automate as much as you can. Use AI as much as you can. I’m working on some GPTs that I’ve got for different clients, but also trying to use them myself. Even little things — like Calendly. I love Calendly. It’s absolutely wonderful. So think about that — get an accountant out of London. My accountant is from the Northeast, and he is incredibly good, and you’re not paying crazy London prices. Spread your view beyond that. Get some decent accountancy software as well, and I time-box in my calendar when I’m going to have to do some of the admin heavy lifting — to actually just do it, to just get on with it, and eat the frog. Just get over it and get it done. Keep on top of that. And I outsource stuff as much as I can, and as much as I feel comfortable doing.

That’s what I would say in terms of the business development bit. Just set yourself a target every week of speaking to, say, at least five to seven people a week, and be bold about asking, “I’ve noticed you have X, Y connection. Would you be willing to make that connection for me?”

You have to get out of your own shell.

Ben [18:10]:
When you’re speaking with these people that you connect with and so on — are you saying, “Hi, nice to meet you, here I am,” or… “…here’s my service?”

Geraldine Butler-Wright [18:03]:

Yeah, I tend not to do cold approaches. There’ll be some connection from either a network or somebody else that I’ve actually met — some link there. That helps open the door.

Rather than sending a hundred InMails a week and maybe getting one response, I tend to be very bespoke and focused. And I know there’s going to be that need to that point of being a painkiller or a vitamin — it’s working out how you can help their pain in whatever way.

I heard that instantly, but ideas first. I was a finalist for the UK Startup of the Year award, which was fantastic.

I won London Business Consulting — so proud of that. Seriously, anyone listening to this, go get a ticket and go. It was the most high worth return on investment — a few hundred pounds, completely worth it. The quality of networking was exceptional. The talks were exceptional.

The quote about painkiller versus vitamins actually came from Michael Acot Smith, who is one of the co-founders. Having access to hearing that, and from someone like that — brilliant.

You know, those kinds of things. I think get yourself out there, boots on the ground, learn and absorb.

Ben [19:32]:
I highly recommend the painkiller versus vitamin approach. Both are important. But yeah, in terms of opening doors, generally people have a problem — they want to sort it out before they want to expand, develop, strategize, etc.

Geraldine Butler-Wright [19:45]:
Yeah. And it’s about how much I’m using my time effectively.

LinkedIn — oh, I’ve got a very volatile relationship with LinkedIn. The algorithm — I just let it go. In the words of Frozen, I have let it go because it was really frustrating me.

So I show up, put something that’s salient on there, forget about likes — great if I get them, if not, it is what it is. I’ve had lots of people who haven’t necessarily interacted with it, but later have gone, “Your post was really salient, really interesting.”

That’s why I’m reaching out right now. So you just gotta eat with it. The vanity metrics really, really don’t mean anything. One thing, actually, circling back to things I’ve learned or skills I’ve developed in the last two years, is limiting the pity party.

The pity party is — I’d say — when you just get some bad news, right? You get disappointed, you were hoping something would turn out, and then, for whatever reason, it didn’t. It can be a real punch in the gut. So get a mechanism in place. I allow myself an hour — I time-box this one hour. I go for a walk, I have a coconut latte, a cinnamon swirl, and I’m back in the game.

Because wallowing about it is not going to help move the needle forward. You grieve it, and then you move on — because that is what’s going to get you the next job, the next engagement. So yeah, you can’t join the pity party for a long time.

And echo chambers as well — be careful of the echo chamber of “Oh, founders are rubbish,” or “They don’t appreciate us,” blah, blah, blah. Just take it for what it is. Be really careful with that, and focus on how you can add value rather than just getting stuck in this HR cul-de-sac of self-pity, quite frankly. There you go. There’s my directness coming straight at you.

Ben [21:31]:
It came through. But on that point, sometimes I see people associating in groups where they’re all getting small bits of business here and there, and there’s not a lot of challenge or a great market to be in, but they’re hanging out with other people who are doing the same.

Geraldine Butler-Wright [21:46]:
It’s a choice, right? You make your choices. So I can’t say, “Do this or do that.” All I can do is share experiences of what’s worked and what hasn’t.

To me, the pity party doesn’t work because it just drags me down, and I’d rather be more future-focused and onto the next thing. It depends where you want to, quite frankly, put your energy and place your bets.

Ben [22:07]:
Absolutely. Can I ask — how has your podcast been for business growth in your case?

Geraldine Butler-Wright [22:13]:
It’s been good. It’s been good for having conversations that lead onto other conversations. I don’t look at it as a money generator per se. I see it as an opportunity to reconnect with people and to see where it goes, really. I don’t spend a crazy amount of time on it, but the value it’s given me is worth the effort that’s put in.

Ben [22:36]:
So, to gradually wrap things up, I want us to get your thoughts. You’ve kind of alluded to where the future’s going, but where do you see the future of HR going, particularly for your target market? Where do you see the path leading?

Geraldine Butler-Wright [22:46]:
Small HR teams, relying more on technology through GPTs, really upping the personalization piece — where humans are really needed, doubling down there, adding an incredible service, but then also automating and adding AI to the stuff that just seeps energy and wraps people in red tape.

So I think that’s where it’s headed. Where HR needs to be careful is — I heard a founder say the other day, “HR’s been talking about being strategic for you decades. When are they actually going to be?” — and it was like, okay… but actually, there’s some truth in it.

Right. So now there’s a slight amendment to that — it’s, “We want to be part of the AI strategy table.”

And then, in the next breath, it’s, “No, I can’t come to that meeting because I’m swamped in administration.”

It’s like, okay, HR people — what we need to do is carve out that time. Whether it’s hard or not, it’s what you put in. It’s like a casserole, right? What you put in — maybe a bit more lead work up front — will give back.

So you have a great casserole at the end of it. It’s what the ingredients you put in. So there’ll be a bit of pain before the gain. So I think that’s where there’s a mindset shift that HR needs to get to to be relevant and not just to get lost, adrift. And before you know it, gone. So there’s that huge opportunity to reshape.

Ben [24:16]:
So, could you tell us — for people who might maybe refer business to you or want to work with you — how do they learn more about your business and also about the podcast?

Geraldine Butler-Wright [24:24]:
So if you go onto Spotify or Apple, the podcast is People and Pioneers — that’s the podcast for my business.

I’m rorcas.com, but on LinkedIn, I am a complete social media LinkedIn tart. So if you want to connect with me, that’s the place where I hang out. Sometimes begrudgingly, but I still hang out, and I’m still grateful for the connections I get from there.

So yeah, send me a request. I will absolutely accept it. Because, you know, these things all come full circle one day.

Ben [25:02]:
And before I let you go — just to remember, somewhere in your extensive history of HR and talent development, I believe you worked at the US Embassy once upon a time. I’ve just started watching The Diplomat. So tell me — is that what your life was like back then?

Geraldine Butler-Wright [25:17]:
It’s so funny. I’m still a trustee with the pension scheme there now, so I occasionally get back in.

Winfield House is completely inaccurate — I just want to put that through. It’s the Ambassador’s residence, so we go in and go, “No, hang on. That’s just… that’s not how it works.”

It brought back some amazing memories of an incredible time. I was there for 10 years collectively.

So, The Diplomat is fantastic. I highly recommend it. Do you enjoy it, Ben?

Ben [25:40]:
Yeah. Fabulous show. Fabulous show.

Geraldine Butler-Wright [25:42]:
Yeah, yeah, yeah.

Ben [25:42]:
Well, brilliant. Well, Geraldine, thank you very much for sharing your thoughts. I agree — HR can be very proactive. It just needs to take action, communicate well, do the right things. The future is going to be an exciting time, and it sounds like you’re positioning yourself to help businesses take that opportunity.

So, yeah, thank you very much.

Geraldine Butler-Wright [26:00]:
It’s now or never. Thank you very much for your time today. I really appreciate it. It’s been wonderful chatting with you.

Topics covered: how to attract HR consulting clients, client acquisition for consultants, marketing for HR consultants, using AI in consulting, HR consultants, workplace consultants

Note: Get More HR Clients has some affiliate referral partnerships with software and service companies and may receive compensation accordingly. However, we only ever recommend products and services that we have reviewed carefully and that we trust. In most cases, we use them in our own business too.