SG Strategic Partners

Senior HR and operational leadership, on demand.

Without the cost of a full-time executive. For organizations that need senior capability from day one.

See the record

17 Years of professional experience

Enterprise HR, operations, and organizational transformation.

12 Years of executive advisory

Directing enterprise workforce and operating model strategy.

500%+ Federal contracting growth

Managed through full operational scaling as sole HR lead.

Who this is for

Organizations that need senior executive HR capability without a full-time hire.

Companies in growth, transition, or an operational gap that need someone who can lead from day one. The work is delivered embedded inside the leadership team, as a senior operational partner.

Every engagement starts by documenting how the work really runs. AI enters an operation the same way: the workflow is redesigned first, and the automation lands second.

Engagements are delivered through SG Strategic Partners, the fractional and contract brand of Sheriece Green, Founder and Principal Advisor of SuperPose Future of Work.

Scope of engagement

What the work covers.

HR operational infrastructure and systems design
Payroll and benefits administration
Workforce strategy and organizational design
Talent management and leadership capability development
Workflow redesign ahead of AI adoption, and AI readiness planning
Operating model redesign and change management
Organizational triage and leadership transition support
Compliance infrastructure and policy development

How engagements work

Structured to the need.

Engagement type

Fractional, contract, or project-based. Determined by scope and timeline at engagement start.

Duration

Structured around organizational need. Most partnerships run three to twelve months.

Pricing

Retainer, hourly, and fixed-fee structures. Priced by scope and organizational impact.

Operational background

Built in the operating seat.

Sheriece Green's foundation is strategic HR, expanded across enterprise transformation: the people workstreams for Federal technology M&A, centralized HR operating models for a 2,000-employee acquisition, and rapid management redesigns across multi-billion-dollar business units.

Active AI practitioner with formal training across Anthropic, OpenAI, Google, and Microsoft. SHRM-CP and PHR certified. monday.com certified partner.

Transformation record

Selected engagements.

Seventeen years of enterprise operational work across M&A, restructuring, benefits operations, and operating model redesign.

Leave administration, 509 cases put on one governed record in 27 days

Current engagement Fractional, part-time Oracle Cloud HCM AI-assisted delivery

Situation: A public school district in Virginia with more than 8,000 employees ran leave administration by hand, outside the HR system it had owned for 13 months. About 23 fields were hand-keyed per case from three systems, roughly 9,000 cells in all. Checking one person took 24 to 28 clicks and 6 to 8 minutes. The workbook held 1,197 rows and nobody could state the true caseload. Keeping it verified would have cost 23 to 31 hours a week.
Work executed: Working about 20 hours a week, Sheriece built the leave record the district needed using only the tools it already owned. The team now types an employee ID and the record fills the other 76 fields from the district's systems and both disability carriers, then re-verifies itself every pay cycle, so pay errors and off-cycle corrections are caught before payroll closes. The team was trained to run it themselves, and the case for making it permanent inside the district's own HR system went to the Chief of Staff at day 60.
Outcome: Live to the team in 27 days. 509 real cases proven out of 1,197 rows. 44,065 cells independently re-audited with zero wrong and zero missing. Roughly 19 to 29 hours a week handed back to the team, and a senior executive briefing delivered at day 60 with the plan to make it permanent inside the district's own system.

M&A integration, Federal technology acquisition

M&A Federal C-Suite Advisory

Situation: A healthcare technology company acquired a Federal IT firm with mismatched job architecture, benefits, payroll cycles, and recruiting. Active VA and DoD client delivery had to continue without interruption.
Work executed: Owned the full people workstream as HR M&A Lead: the integration plan, due diligence, benefits gap analysis, critical employee identification, communications, and 18 to 24 month individual-level tracking, directing a matrixed HR team alongside Finance, Legal, IT, and Communications.
Outcome: Full lifecycle integration completed. Zero critical employee departures at announcement. No disruption to Federal client delivery.

Workforce transformation, $50M+ in personnel savings

Workforce Redesign Cost Reduction

Situation: Significant cost reduction required across roughly 6,000 employees in Revenue Cycle and Federal business units, with revenue-generating consulting capacity preserved.
Work executed: Led the enterprise-wide workforce redesign: RACI accountability frameworks, balanced scorecards tied to business KPIs, and a reduction model built on voluntary attrition, backfill controls, and restructuring, with process ownership mapped at every layer first.
Outcome: More than $50M in personnel savings. Roughly 2,000 roles eliminated while critical revenue-generating capacity was preserved.

Management layer redesign, 37% reduction

Org Design Rapid Execution

Situation: A player/coach management structure across 180+ leaders was limiting consulting delivery quality. Leadership needed a rapid conversion to a dedicated coaching model.
Work executed: Inventoried every leader, designed the conversion model, built all role communication and transition documentation, and executed the full transition within two weeks, with a realignment dashboard for SVP reporting.
Outcome: 37% management layer reduction. More than 180 leaders fully realigned, executed entirely within two weeks.

Revenue cycle centralization, 2,000 employees

Healthcare Workforce Acquisition

Situation: A healthcare revenue cycle operation ran independently across 21 hospitals with disjointed processes, inconsistent accountability, and Days in AR as the primary pressure.
Work executed: Managed the full HR operating model for 2,000 revenue cycle employees across 21 sites, mapped SOPs at every hospital, and built the accountability structures behind a three-year centralization plan.
Outcome: The 2,000-employee acquisition completed smoothly, with processes standardized across all 21 hospitals.

To discuss a direct fractional engagement

Senior capability, in the seat, from day one.

For AI adoption strategy, organizational transformation, and executive advisory, see SuperPose Future of Work.