Greater Houston
The talent decisions that decide a transaction or turnaround get made under pressure, often with no one in the room who reads human capital for a living. So the wrong leaders stay too long, the right ones leave at the worst possible moment, and cost comes out in ways that quietly break execution. By the time it reaches the numbers, it has already cost a year you couldn't spare. That pressure is where I do my best work. I'm a four-time CHRO across public and private companies, built for the hard situation: transaction, turnaround, integration, and rapid scale. Most leaders can do one of two things in these moments — take the cost out, or keep the organization healthy. My record is doing both at once. At Nestlé USA, led enterprise restructuring after an acquisition — delivered $125M in synergies ahead of schedule while achieving the company's highest organizational health score. At RentPath, landed a higher sale price with revenue down 30% — selling to chief rival Redfin after two attempted acquisitions and a 10-month FTC antitrust review, while keeping 90% of critical talent through a successful transaction. At NOVA, an $850M NYSE company, I won a 10-point Say-on-Pay improvement at the end of a second straight year of ~75% share-price declines, when shareholder support for executive pay almost always collapses. When that same company later entered financial distress (Chapter 11) and a forced sale, I protected 96% of key talent, removed 80% of cost, and kept a viable business intact for a successful sale. Beyond the turnarounds, I build the leaders who do the work next: inside my own organizations, I've developed nearly two dozen early-career HR leaders who became CHROs across various industries — and coached an additional two dozen more sitting and emerging CHROs and Chief People Officers. I'm also a recognized voice on applying AI to the work itself — redesigning how work gets done rather than deploying technology and hoping for adoption. Keynotes at GHX and Altera, with the model running live in the organizations I've led and advised. Behind it all: The Talent Sherpa®, where CHROs, boards, and senior leaders rethink how human capital really works — 22,000+ followers, a best-selling weekly Substack (6,000+ readers), and a Management podcast ranked top-20 in the US and top-100 in nine countries worldwide. Open to a full-time CHRO or Chief People Officer role, and to interim or fractional engagements in transaction, turnaround, and rapid-scale situations. If you need a CHRO who creates value when it's hardest to create — let's talk.
Jackson Lynch is a four-time CHRO available for interim and fractional engagements, advisory, and full-time roles, specializing in transaction, turnaround, and rapid-scale situations. Ongoing advisory practice; paused / scaled back during CHRO appointments, which take precedence. Creator of a leading multi-channel platform where senior leaders, CHROs, and boards go to rethink how human capital really works. Opened the SHRM 2025 Visionaries Conference, interviewed by SHRM’s CEO on the future of HR and its direct impact on business performance. Recognized as a trusted voice in executive networks, panel discussions, and boardrooms. Featured panelist at SHRM Blueprint 2025 - Diversity and Inclusion.. Built the CHRO Academy and private coaching for emerging and newly appointed CHROs, equipping them with board-facing skills, mandate alignment, and high-altitude talent strategies to accelerate impact. Scaled The Talent Sherpa platform into a leading voice in human capital, with 6,000+ weekly Substack readers, 2.5M+ annual LinkedIn impressions in 2025, and a podcast consistently ranked in the top 20 for Management on Apple. Advising CHROs and executive teams on AI-enabled workforce transformation, including workflow redesign and human-AI operating models that drive productivity while protecting trust. Formerly 90Consulting, with a similar emphasis on driving human capital outcomes for clients like TPG, Sport Clips, Zachary, Providence Equity Partners, Curaleaf, Greenlane, and Beeline.
$850M revenue, 2,400 employees; HR team: 37; $8.5B Enterprise Value A leading national provider of residential solar and energy storage solutions, Sunnova (NYSE: NOVA) delivers innovative, sustainable energy systems to over 300,000 customers across the United States and several international markets. Transitioned C-Suite leadership structure from founder-centered consultant model to a modern professional management team, enabling faster cross-functional decisions and significant synergies. Stabilized the organization during rapid growth, rebuilding the HR team, strengthening processes, implementing technology, and restoring operational discipline that improved execution at scale. Delivered board-facing redesigns of executive and employee compensation programs, strengthening governance alignment and driving performance and retention outcomes, while improving Say-On-Pay 10%. Developed AI-enabled human capital analytics, enabling real-time data driven insights. Directed restructuring and de-scaling through Chapter 11 and ultimate sale, protecting 96% of key talent, reducing 80% of cost, and positioning the company for transaction success.
Member of the CNBC Workforce Executive Council, which is comprised of leading Chief Human Resources Officers and top talent leaders across industries and sectors.
$600M revenue, 1,000 employees; HR team: 26 A leading digital marketplace connecting millions of renters with apartment communities, known for ApartmentGuide.com and Rent.com. Backed by TPG and Providence Equity. Led the HR strategy through two attempted acquisitions, extensive SEC review, and a Chapter 11 restructuring, successfully resulting in a strategic sale to Redfin. Achieved organizational health ratings in the top decile (90th percentile), demonstrating outstanding stability and employee engagement during significant periods of change. Built and scaled new product and engineering organizations, successfully transitioning RentPath from print to digital, resulting in measurable improvements in market competitiveness. Redesigned sales compensation structure for 350 sales personnel, directly supporting revenue retention and growth during organizational uncertainty.