Background

myAgro is redesigning its HR function to match the demands of a growing, multi-country
organization operating across West Africa. Two transitions are converging: the CFAO — who
carried significant HR responsibilities beyond her finance remit — is departing, and the interim
VP of People is being repositioned into a Director, Talent & Learning role better aligned with his
strengths.
This creates a senior HR gap at exactly the moment the organization needs more strategic HR
capacity, not less. A full VP of HR search will begin next month with a hire targeted for Q4 2026.
The Fractional VP of HR bridges this gap. This is not a transformational engagement. The
mandate is operational stability and executive partnership.

Scope of work
1. Executive HR Partnership
Serve as the senior HR thought partner to the CEO and leadership team. This includes:
● Advising on organizational design decisions and leadership structure changes as
needed
● Supporting sensitive people decisions and transitions (including the current HR
leadership restructuring)
● Providing change management and internal communications guidance aligned with best
practices
● Supporting executive operating rhythms and escalation management
● Advising on compensation architecture, workforce planning, and leadership succession as needed
The priority is maintaining organizational stability and providing the CEO with a credible HR
thinking partner during a period of transition.
2. HR Operations, Compliance & Risk Oversight
Assume senior oversight of HR operational areas currently underserved following the CFAO
departure. Key areas include:

● Payroll and compensation process oversight
● HR documentation standards, contract controls, and audit readiness
● Risk identification and escalation to the CEO
● Monthly reporting on key data points / analytics to Exec Team and proactive
planning/comms
● As needed:
○ HR policy review and harmonization across jurisdictions
○ Employee relations and investigations
○ Labor law and compliance oversight (multi-country)
3. HR Team Support and Coaching
Provide direct oversight and coaching to the existing HR team, including:
● Directly managing 3 direct reports
● Clarifying roles, responsibilities, and priorities in the redesigned structure
● Supporting the Director, Talent & Learning in managing his revised scope
● Building stronger execution discipline, earlier planning, and follow-through
● Helping the team prepare and run key annual cycles with a focus on improved change
management communications and operational excellence
● Create a happy culture and team environment for the HR team during this transition
period
This is a hands-on support role, not a purely advisory one. The consultant is expected to
provide structure and accountability, not just guidance. This person will take the lead on
planning and aligning HR accountabilities to that plan.
4. Oversight of Q3–Q4 HR Priorities
Ensure clear ownership, timelines, and execution quality across the following organizational
priorities. The consultant is not expected to personally execute all items, but to provide
oversight, unblock issues, and escalate where needed. The main blockers tend to be 1) poor
change management planning and inclusive communications and 2) not planning early leading
to cycles of last minute execution and stress - see appendix
5. Permanent VP of HR Transition Readiness
By month 5, prepare the organization for a clean handoff to the incoming permanent VP of HR.
This includes:
- Assessing current team capabilities and gaps
- Documenting key risks, open decisions, and operating context
- Clarifying what HR work should remain centralized vs. country-led
- Recommending future-state priorities for the incoming VP
- Completing transition notes so the new VP inherits clarity, not backlog

DESIRED PROFILE
● 15+ years of senior HR leadership experience
● Demonstrated experience supporting CEOs and executive teams during organizational
redesign or scale
● Strong HR operations and compliance background, including multi-jurisdiction
experience
● Multi-country and/or African operating experience preferred
● Strong judgment, pragmatism, and comfort operating in ambiguity
● Ability to balance strategic thinking with hands-on execution support
● Experience in nonprofits, social enterprises, or distributed/global organizations strongly
preferred
SUCCESS MEASURES
By the end of the engagement:
● Key Q3–Q4 HR cycles are completed on time and with operational excellence
● Executive hiring processes (CFAO, Country Director, VP of HR) are effectively
supported
● Clear HR ownership and accountability structures are in place
● The existing HR team is operating with greater clarity and discipline
● The organization is prepared to onboard a permanent VP of HR with minimal disruption