We brought them in to sanity check our job leveling and turn it into a practical tool managers could rely on in real decisions. It was not instant. We had to do some internal homework, align a few stakeholders, and make tradeoffs. But the outcome was worth it: cleaner role clarity, fewer debates in calibration, and a better foundation for compensation conversations.

We had a People Analytics dashboard built specifically around how we actually run the business, not a generic set of HR charts. They took time to understand our decision points, what leaders ask for, and what data we can trust today, then designed a clean dashboard that answers those questions fast. The biggest win is the rhythm it created: we now have a simple monthly check in that highlights what changed, what needs action, and who owns the next step. It is not overloaded, it is credible, and it has made our conversations more consistent and less subjective.

I will admit it: when I first heard “HR AI governance,” I pictured a very expensive slide deck. What we got was thankfully way more practical. Was I convinced on day one that we needed this? Not really. But a few weeks in, it has already saved us time in reviews, reduced “is this allowed?” debates, and made leadership more comfortable with us using AI responsibly.