Is this a fit?
Who I work with
Technology-enabled SaaS and professional services companies — typically $20–150M in revenue, 200–800 people — that are growing fast and hitting the organizational wall. The constraint is usually one of three things: a capability that needs to be built from scratch; a function that exists but hasn’t yet been professionalized; or a post-sales infrastructure — customer success, community, delivery — that isn’t holding pace with growth.
The throughline is the problem, not the industry: you’re scaling, something critical on the customer side isn’t working, and you need someone who has navigated that before.
How I work
I work as an embedded partner, not a traditional consultant — in the work alongside your team, not presenting from the outside. I ask hard questions and listen carefully before recommending anything. The companies I work best with tend to be intellectually curious, open to challenge, committed to their people, and genuinely willing to hear what isn’t working.
If you want someone to validate a decision already made, I’m not the right fit. If you want a thinking partner who will tell you the truth and then roll up their sleeves with you — let’s talk.
Engagement Models
Every engagement is scoped to fit — the problem, the timeline, and where you are in your growth. Most start with a focused diagnostic: four to six weeks, defined deliverables, a clear picture of what needs to be built. From there, many evolve into longer embedded partnerships.
I work fractional, project-based, and advisory. For founders in women’s health and underrepresented minorities in tech, I take a small number of engagements each year on a sliding scale. If that’s you, reach out.
Fractional Executive
For companies that need sustained leadership over time — not a one-time assessment, but an embedded presence. I typically work 10–32 hours a week depending on the complexity and urgency of what you’re navigating. Engagements are scoped upfront with clear objectives, adjusted as the work evolves, and structured so that when I roll off, your team is equipped and ready to carry the work forward independently.
This model works best when you need someone to own a function, lead a transformation, or serve as a strategic operator alongside the CEO or senior executive team — and you need that person to have done it before, at scale.
“Working for Natalie wasn’t just a job. It was a masterclass in leadership, resilience, and human connection. She’s not just a phenomenal leader. She’s the kind of person who changes your business, career, and leaves you better than she found you.”
— Vincent Matyi, Global Product & Platform Executive, JPMorgan Chase
Project-Based Consulting
No two engagements look the same. I have evaluated business models and financial assumptions for pre-revenue companies, overhauled post-sales infrastructure for PE-backed enterprise software firms, redesigned org structures and roles for scaling product teams, and reviewed end-to-end User Experience for companies preparing to go to market. What they share is this: a senior leader who could see the full picture, ask the hard questions, and deliver a candid assessment with pragmatic recommendations and a clear path forward.
Project engagements are typically four to twelve weeks, scoped to a specific question or deliverable. They often lead to longer relationships — but they don’t have to.
“Peers relish their opportunities to collaborate with you and get tremendous value from interactions. They appreciate your thinking style, your responsiveness, your openness and candor, and your focus on the problem itself — not simply your areas of expertise.”
— Principal feedback, ZS Associates
Advisory and Board
I currently serve on the board of OutCare Health and am actively seeking a for-profit board seat — ideally at a scaling technology or healthtech company where governance, strategy, and commercial growth intersect. For earlier-stage companies, I take a small number of advisory roles each year.
Speaking
I speak on topics I have lived and worked in deeply. On the business and leadership side: scaling technology organizations, commercialization strategy, operational excellence, and what it takes to build high-performing teams in fast-growing companies. I am also frequently asked to speak about being a female leader in technology — the realities, the hard-won lessons, and what organizations can do differently.
On the product and technology side: the practical application of anthropology to product work, human-centered research methods, and what it actually takes to build User Experience capability inside a technology organization.
On the human side: LGBTQ+ experience in the workplace, health equity, and the intersection of identity and organizational culture — including in my current role on the board of OutCare Health.
If you’re interested in having me speak at your event or for your team, reach out.
“Natalie is a big-picture thinker and visionary leader… Her tenacity in navigating this challenging environment, and creativity in thinking of new ways to attack core challenges, deserve praise and recognition. She is a pioneer — forging a path where none was before.”
— Peer feedback, ZS Associates