Five areas of practice, stitched together by one idea: HR works better when AI helps with the pattern-matching and humans do the judgment. We bring the second, and we teach you the first.
Most HR teams have more AI than they realize and far less leverage from it. The audit gives you back the map.
We inventory every license your company is paying for, interview the HR team about their real workflow, and trace the honest path a question takes from an employee's mind to a useful answer. Then we write it all down: what's redundant, what's underused, what would make a real difference by next quarter, and what to deliberately not do.
You leave with a roadmap — not a slide deck. Something your COO will read.
AI tools shift every quarter. A workflow that was best-in-class in March is usually adequate by September.
We maintain what we build — and what you built — on a quarterly rhythm. New models get evaluated against your actual use case. Policies get pulled through for compliance changes. Prompt templates get tuned against real questions. The newsletter goes on someone else's desk; the decisions land on ours.
Think of it as a fractional AI practice lead, sitting alongside your HR team, without the headcount.
AI doesn't just change tools; it changes which skills age well and which ones become commodity overnight. Most orgs feel this and don't have a vocabulary for it yet.
We assess where your organization actually stands — by role, by function, by manager — and write the plan for getting it ready. Which jobs are about to shift, which skills are AI-resilient (and which are AI-fragile), and what an honest upskilling path looks like for the people you intend to keep for a long time.
The output is a document leaders can hold up to their team and say: here's the change, here's our plan, here's what we're asking of you.
Companies adopt AI at the speed their leadership talks about it. Quiet leaders make for quiet adoption.
We work with executives, founders, and senior managers on how to actually advocate for AI inside their organization — what to say, what not to say, and how to model the behavior. The goal isn't enthusiasm for its own sake; it's leaders who can frame the change honestly so their teams trust it.
Comfortable for AI skeptics. Useful for AI fans. Both groups usually surprise themselves.
The classic work, still important. Handbook and policy reviews. Benefits philosophy. Comp bands. Compliance. The unglamorous infrastructure that keeps an HR function defensible.
We do this work the same way we do the AI work: senior people on your side of the table, plain-language deliverables you can hand to a board or a new employee, and an explicit hand-off so your team can carry it forward.
Bundle it with any other practice area or take it as a standalone engagement when you need a second senior opinion.
Every engagement is scoped against the actual work — your size, your stack, the state of your policies, whether we're starting from zero or tightening something already underway. Pricing for six weeks of handbook work at a 40-person SaaS company looks nothing like a quarterly retainer at a 400-person ops team.
We don't publish a price list because we haven't found one that doesn't either undersell the work or scare off companies who'd be well-served. What we'll do instead: after a thirty-minute call, we send a one-page proposal with scope, timeline, and a firm number. No deck, no negotiation games, no surprise line items later.
Thirty minutes, no deck, no pressure. We'll tell you what we'd do first and whether we're the right people to help.
Book a consultation →hello@vestryhr.com
Send what you're working on. We'll reply within one business day with whether we can help and how.