About | Untangled HR

The short version

I didn't plan to do HR. I found my way to it.

I was a teacher first. When I left the classroom, I took a job at a computer science and engineering school — and for the first time, I was the person people came to with HR questions. I liked the work. I was good at it.

For years I was doing HR informally — handling the questions, solving the problems, writing the policies nobody had written yet. I met with a career coach to find some direction. I always wanted to do HR, but assumed I couldn't formally pursue it without a degree in it — turns out you can. I took Rutgers certifications, then studied for and passed my PHR exam. I wanted more, so I did the same for my SHRM-CP.

Ten years in, I've worked across a range of company sizes and industries — including time on a five-person HR team inside a 200-employee company, and running HR solo for a 60-employee one. Both kinds of seats teach you different things. The solo seat, especially, taught me what small employers actually need — which is almost never what the big-company playbook assumes.

Why this matters

HR is a field anyone is allowed to do.

No license. No degree requirement. No board exam. That's great for access — it's less great when you're hiring someone to handle your people and have no real way to tell whether they know what they're doing.

Here's the pattern I've watched play out over and over: a business grows faster than the systems around it, and small inconsistencies start showing up in the HR gaps nobody had time to fill. A policy drifts from what's actually happening. A PTO rule gets answered two different ways in the same week. A manager makes a reasonable call that quietly contradicts another reasonable call from last month. None of it is anyone's fault — it's what happens when the business outruns the infrastructure. But over time, those small inconsistencies add up to the fastest way to lose the people you most want to keep. And keeping great employees is how good businesses stay good.

Why Untangled HR

Most bakers want to bake.

They didn't open the shop to write PTO policies or maintain employee files. They opened it to run a bakery.

The same is true for the plumber, the landscaper, the retailer, the electrician, the pest-control owner. They started a business because they love the work. Somewhere along the way, growing it handed them a second job they never signed up for — HR — and most are doing it with a templated handbook, a folder of signed papers, and hope.

My job is to take that second job off the owner's plate and give them back the hours they've been spending on it.

The approach, every engagement

Clarify

Cut through the confusion. Name what's happening and what the rules actually require.

Streamline

Build the document, the workflow, the process so the situation doesn't keep resurfacing.

Return

Hand it back so the owner can get back to the work that matters to them.

One more thing

I built this on purpose.

Untangled HR is structured deliberately — fixed-scope engagements, clear boundaries, a small client load by design. Every client gets real attention, and everyone knows exactly what they're getting and when.

You didn't start the business to write handbooks.

I didn't plan to do HR. I found my way to it.

HR is a field anyone is allowed to do.

Most bakers want to bake.

I built this on purpose.

Remote first. New Jersey based.

Want to talk?