Rebecca Ingram

Building the full people stack · first principles to foundations that scale I've spent ~20 years working directly with founders of early-stage and scaling tech companies. I've been on the customer facing operations side, chief of staff side, and (mostly) the people side. Every time, without fail, the thing that makes or breaks scale is your people foundations. Most founders wait too long to address it. Not because they don't care, but because it doesn't feel urgent until it is. The cracks appear slowly, then all at once. And by then, they're craters. Some of these issues may feel familiar? — You're finding great candidates but losing them at offer stage — Your best people are leaving because they can't see what's next for them — Managers are drowning in questions about comp, development and expectations that a clear framework would answer — The team feel underpaid and don't understand why they're paid what they're paid — Onboarding is slow and messy. New starters spend their first critical weeks on the back foot — Poor performers are sitting in seats that matter and no one knows how to address it — You're dealing with people problems every day and it's eating your time and energy These aren't just cultural problems. They're infrastructure problems. And they're fixable. I've been fixing them for founders for 20 years - building full people stacks from scratch, working in partnership, doing the actual work (not just advising on it) and learning the trade offs.