People & Talent Advisory
Building organisations that perform.
Beyond individual appointments, FINE People Advisory works with leadership teams on the structural and strategic questions that shape how an organisation attracts, develops and retains its people.
Workforce Planning
The right people, in the right roles, at the right time.
Effective workforce planning connects an organisation's strategic direction to its people requirements. It moves beyond headcount and org charts to ask harder questions: where are the capability gaps, what roles will matter most in three years, and how does the business build toward that from where it stands today.
Jacqui works with leadership teams to map current capability against future need, identify gaps and dependencies, and develop a practical plan for addressing them — whether through hiring, development, restructuring or a combination of all three.
The output is a clear, actionable workforce plan that leadership can own and execute, rather than a consulting report that sits on a shelf.
Commonly addressed questions
- Where are our critical capability gaps?
- Which roles carry disproportionate organisational risk?
- How do we build depth in key functions?
- What does our hiring pipeline need to look like over the next 12–24 months?
- How do we balance internal development with external recruitment?
Well suited to
- Organisations with key-person dependency in senior roles
- Businesses approaching a leadership transition or ownership change
- Boards seeking greater visibility over executive pipeline depth
- CFOs and CEOs planning a medium-term exit
- Private equity-backed businesses preparing for a value-creation phase
Succession Planning
Continuity built deliberately, not by accident.
Succession planning is often deferred until it becomes urgent — a sudden departure, a planned retirement or a period of rapid growth that exposes thin leadership depth. By then, the options are narrower and the risk is higher.
Jacqui helps organisations identify their critical roles, assess the readiness of internal candidates and design development pathways that build genuine succession depth over time. Where internal pipelines are insufficient, she advises on how to complement them with targeted external recruitment.
The goal is an organisation that is not dependent on any single individual — one where leadership continuity is a managed outcome rather than a matter of chance.
Organisational Design
Structure that enables, rather than constrains.
Organisational structure is rarely neutral. The way a business is designed — how functions are grouped, where accountability sits, how teams interact — shapes what it can and cannot do. Poor structure creates friction, blurs accountability and makes it harder to attract and retain strong people.
Jacqui works with leadership teams to assess whether their current structure is fit for purpose, identify where it is creating unnecessary complexity or constraint, and design alternatives that better reflect the organisation's strategy and operating model.
This work is grounded in practical experience across a range of organisations and sectors, and is always oriented toward implementation — not just diagnosis.
Common triggers
- Post-merger or acquisition integration
- Significant growth requiring a more scalable structure
- A strategic pivot that the current structure does not support
- Persistent accountability or coordination problems
- A new CEO or CFO assessing inherited structure
Areas covered
- Employer value proposition development
- Talent market mapping and competitor analysis
- Retention risk assessment for key roles
- Onboarding and early-tenure engagement
- Building internal referral and talent pipeline capability
Talent Strategy
A coherent approach to attracting and retaining the people who matter.
Many organisations recruit reactively — filling vacancies as they arise, without a clear view of the talent they need to build over time or the proposition they are offering to the market. In a competitive environment for senior finance and leadership talent, this approach is increasingly costly.
Jacqui works with leadership teams to develop a talent strategy that is coherent and deliberate: one that defines the organisation's employer proposition, identifies the talent pools it needs to access, and builds the relationships and processes to do so consistently.
The work draws directly on her experience as a specialist recruiter — she understands how strong candidates evaluate opportunities, what distinguishes organisations that attract them and what causes them to disengage.
Discuss your organisation's needs.
People and talent advisory engagements are scoped individually. If you are working through a structural or capability challenge, Jacqui welcomes an initial conversation.