People & Organisation consultancy
We are a people and organisation consultancy for growing companies. We build better ways to manage people — performance, culture, careers and leadership — designed on purpose, and implemented until they work.
Francisco Campos
Co-founder · Organisation & Operations
Ana Reis
Co-founder · People & Management
Who we work with
It is almost always the same story. The company went from forty to two hundred people in a few years. What worked when everyone knew each other stopped working, and nobody had time to replace it.
None of this is an HR problem. These are management problems that happen to involve people.
What we do
Five projects with a beginning, a middle and an end. And, for companies that need People leadership on an ongoing basis, a Fractional Chief People Officer.
Professional perspectives
First-hand perspectives from people who've experienced our approach to leadership, culture and organisational growth.
Use the left and right arrow keys to browse. Home and End move to the first and last position.
Performance & Accountability
Francisco and Ana helped create an environment where people knew what was expected of them and had the autonomy to deliver. They brought clarity to goals, ownership and performance, without losing the human side of leadership. It made a real difference in how our teams worked and grew.
Revenue Operations Lead at Sensei
Previously Head of Business Operations at Onport
Culture & Values
What Francisco and Ana brought to the company went beyond processes. They helped build a culture where people felt trusted, supported and accountable. Values weren't just words on a wall; they shaped how we worked together and made decisions. That had a lasting impact on the team.
Payments Consultant at Rotiv
Previously Head of Sales & Partnerships at Onport
Careers & Development
One of the things I appreciated most about working with Francisco and Ana was how seriously they took people's development. They helped create clearer expectations, opportunities to grow and more meaningful conversations about performance and progression. You could feel that developing people was a priority, not an afterthought.
Fractional Chief Customer Success
Previously Chief Customer Officer at Onport
Organisational Design & Scaling
As the business grew, Francisco and Ana helped bring much-needed structure without slowing us down. They understood how to organise teams, clarify responsibilities and put the right management practices in place. Their approach helped the organisation become more effective while keeping people engaged through change.
Fractional CFO
Previously Head of Finance at Rovo
Leadership & People Experience
Francisco and Ana understood that good people management is about much more than policies or processes. They invested in better leadership, open communication and creating an environment where people felt heard and supported. Their work helped make the company a better place to work, while raising the standards of what we could achieve together.
Head of Supply Chain at Assembly
Previously Supply Chain Manager at Assembly
01–01 / 05
Why us
Most People problems are also operating problems. What a manager is expected to do, how a decision gets made, what a promotion requires — these sit between how the company is run and how its people are managed.
We work on both sides, and we build the systems until they are running: managers trained, documents approved, and someone inside the company owning them.
We are deliberately small, and senior because of the experience we bring. The people you meet in the first conversation are the people who do the work. There is no team of analysts behind the proposal.
Who we are
Built growing companies from the inside: first employee to COO at Onport through its acquisition by Farfetch.
Builds the People foundations of growing companies — and stays with them until they work day to day.
One of us built growing organisations from the inside. The other builds the People systems and makes them work. That combination is what we bring to every project.
People Diagnostic
In a few weeks we assess how the company manages people today, identify the biggest problems and risks, and recommend what to do over the next six to twelve months — in what order, and why.
We talk to the leadership team and a cross-section of managers, review what already exists, and hand back a reading the leadership team can agree on. A project can start here, and the diagnostic stands on its own: you leave with an agreed plan for the year ahead.
How we work
We do not sell consulting days. Every proposal states what we will solve, what you will receive, in which phases, what we need from you, how long it takes, what it costs and what is excluded.
Insights
Practical writing on performance, careers, leadership and growth.
The EU pay transparency framework and Portuguese equal-pay law are distinct sources. See how to prepare job levels, pay bands and decision criteria.
Ana Reis
Organisational culture is not the statement on the wall. It is the pattern of decisions people have already watched being made, which is also the only place it can be changed.
Ana Reis
A policy is a decision written down once, so managers stop deciding case by case. These are the eight to write first, with the template each one should follow.
Francisco Campos
Thirty minutes on what is happening in your company. You leave with our read on the problem and a clear view of what we would do about it.
Who you will speak with
Co-founder · Organisation & Operations
Helps clarify priorities, structure teams and connect organisation design with business execution.
Co-founder · People & Management
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Free and without obligation. Ana and Francisco reply personally.