Are these case studies from your independent practice?

No. The three engagements shown were led during my time at PwC and PwC CEE. They're published to illustrate the kind of programs I've designed and run, not as a portfolio of independent work. Active client engagements since 2024 are under NDA.

Why share Big 4 work instead of private clients?

Mid-market HR leaders need evidence of judgment under real complexity — H-1B cap shortfalls, 29-country rollouts, post-divestiture transitions. Big 4 engagements are the cleanest record of that work I can share publicly. Each case includes a 'Why this matters for mid-market' section translating the playbook to a smaller scale.

Can you share references from current clients?

On request, after a discovery call. References are protected until both sides have decided we're a fit.

Do you have case studies on H-1B cap contingency planning?

Yes. Engagement 01 covers H-1B cap contingency at scale — building a redeployment framework activated each cap season for foreign nationals not selected in the lottery. The mid-market translation focuses on identifying alternative status options (O-1, L-1B, TN, country-of-origin staffing) before the March cap registration, not after the October non-selection notice.

Selected engagements

Selected engagements.

A few of the global mobility projects I've led across fifteen years. Most were done while leading mobility for one of the Big 4 — they're shown to illustrate the kind of thinking I bring to client work, not as a portfolio of independent engagements. Active client engagements since 2024 are under NDA.

Engagement 01 · At PwC, 2022–2024

Keeping a US engagement pipeline running through an H-1B cap shortfall.

Context

In years when H-1B cap selection rates fall, US offices of large professional services networks face a predictable problem: foreign national hires they planned around don't get selected, attrition rises, and engagements lose people they'd already staffed.

What I did

I partnered with PwC's US firm on H-1B cap contingency planning across the global network. We built a redeployment framework that moved foreign nationals not selected in the cap into engagements in cap-exempt or alternative-status jurisdictions inside the network — keeping the people, the client work, and the engagement teams intact. This wasn't a one-time scramble. It became a repeatable process activated each cap season, with pre-identified destinations, eligibility filters, and HR scripts.

Outcome

Foreign national talent that would otherwise have left the firm stayed. US engagement leaders kept their staffed teams. The framework persisted across multiple cap cycles.

Why this matters for mid-market

Most mid-market companies don't have a global network to redeploy people into. The same H-1B cap contingency logic still applies in different shape: identifying alternative status options (O-1, L-1B, TN, country-of-origin contingency staffing) before the March cap registration, not after the October non-selection notice. The work is identifying alternatives early; the framework scales down.

Engagement 02 · At PwC CEE, 2021–2023

Embedding mandatory pre-clearance across 29 countries.

Context

Across a 29-country region, cross-border activity — short-term assignments, business travel, remote work — was happening faster than compliance could see it. Each country handled its own immigration risk, with no central visibility, no consistent gating, and no shared system of record.

What I did

I implemented a region-wide immigration risk assessment technology, embedding mandatory pre-clearance as a hard gate before any cross-border activity. This was a cross-functional build — IT and Tech for the platform, Tax for tax-immigration overlap, Comms for change management across the region, plus a third-party provider for the underlying assessment engine. I led the design, vendor selection, rollout, and country-by-country adoption.

Outcome

Pre-clearance became non-optional across the region. Leadership got, for the first time, a single view of cross-border immigration risk across 29 countries. Local offices that had previously freelanced their compliance approach were brought into a common framework.

Why this matters for mid-market

In mid-market shape, this isn't a 29-country tech rollout — it's a one-page pre-clearance checklist your HR team uses before approving any cross-border work, plus a shared log so risk is visible to legal and finance. The underlying gate is identical: nothing crosses a border without someone qualified looking at it first. The form factor is what changes.

Engagement 03 · At PwC, 2022

Defining mobility continuity through the Vialto Partners divestiture.

Context

In 2022, PwC divested its global mobility and immigration practice to form Vialto Partners. PwC retained internal employee mobility needs, but had to redesign how it sourced and governed those services post-divestiture — without service gaps, without surprise SLA mismatches, and without losing institutional knowledge.

What I did

I supported the divestiture by helping define which services would be retained internally and which would transition to Vialto, then contributed to post-divestiture vendor restructuring and SLA design. The work spanned scope-mapping, commercial structure, and operational handoff documentation.

Outcome

PwC's internal mobility function continued without service interruption through the transition. The new vendor structure carried clearer SLAs than the pre-divestiture arrangement and clean ownership lines between PwC's retained functions and Vialto's.

Why this matters for mid-market

The same approach applies to mid-market companies going through carve-outs, acquisitions, or PE rollups. The questions are identical: which mobility services stay in-house, which go to vendors, which SLAs need rewriting before day one, which institutional knowledge is at risk in the handoff. The scale differs; the playbook doesn't.

Earlier work

Earlier engagements.

At EY, between 2017 and 2020, I served as the central point of contact for offices worldwide on US-focused mobility programs — short-term resourcing, secondments, and permanent transfers from Latin America, the Philippines, India, Africa, and EMEA into the US firm. Earlier in my EY tenure (2012–2017), I ran a global talent pipeline that matched more than 300 professionals annually to engagements across regions, balancing US staffing demand against immigration eligibility constraints.

Before EY, between 2007 and 2012, I served as an Immigration Case Officer at the Australian Embassy in Moscow — adjudicating employment-based and business visas, conducting integrity assessments, and participating in inter-embassy workshops with US Department of State counterparts on fraud detection and adjudication standards.

FAQ

About these engagements.

Are these case studies from your independent practice?: No. The three engagements shown were led during my time at PwC and PwC CEE. They're published to illustrate the kind of programs I've designed and run, not as a portfolio of independent work. Active client engagements since 2024 are under NDA.
Why share Big 4 work instead of private clients?: Mid-market HR leaders need evidence of judgment under real complexity — H-1B cap shortfalls, 29-country rollouts, post-divestiture transitions. Big 4 engagements are the cleanest record of that work I can share publicly. Each case includes a 'Why this matters for mid-market' section translating the playbook to a smaller scale.
Can you share references from current clients?: On request, after a discovery call. References are protected until both sides have decided we're a fit.
Do you have case studies on H-1B cap contingency planning?: Yes. Engagement 01 covers H-1B cap contingency at scale — building a redeployment framework activated each cap season for foreign nationals not selected in the lottery. The mid-market translation focuses on identifying alternative status options (O-1, L-1B, TN, country-of-origin staffing) before the March cap registration, not after the October non-selection notice.

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