I help companies and business leaders turn their HR data into the solid foundation required for Responsible AI for HR — without the cost of a full-time executive hire. Embedded in your team for as long as you need the seat filled.
Most AI initiatives in HR don't fail because of the AI. They fail because the data foundation underneath was never built for the question being asked.
I work with a narrow set of companies where my 25 years in HR tech and data compounds into real leverage.
Series B–D HR tech vendors in the growth stage. HCM add-ons, people analytics, talent intelligence, learning, employee experience, comp & rewards. Your product is built on data, but you don't have a senior data executive yet.
Mid-to-large enterprises where the CHRO has been mandated to "do something with AI" — or where the people analytics team is stuck in reporting mode and can't get to strategy.
I work alongside your leadership team — embedded, accountable, and focused on the data work that actually moves AI from boardroom slide to working product.
A clear-eyed assessment of where your HR data and AI capability stands today, where it needs to be in twelve months, and the specific path between the two. Stakeholder interviews, data stack audit, AI readiness, prioritized roadmap, board-ready presentation.
I become part of your leadership team — running the data roadmap, managing or mentoring your analysts, owning vendor decisions, and reporting to the board. Executive ownership, not advisory distance. This is the core of my practice.
Embedded leadership plus hands-on execution. Your first AI use case deployed or scaled, the data model architected, your first data hire recruited, governance framework designed. For clients with acute timelines — pre-acquisition, post-funding, or competitive pressure.
I'm Rachel Belino. For the past five years I've led the data and AI transformation behind People Analytics at scale, for a $50B+ multinational.
I was appointed to build something that didn't exist: the data foundation that lets People Analytics generate real business insight, operates inside modern privacy law, and is AI-forward without being vulnerable. We built it on today's cutting edge technologies and established a forward-looking roadmap for innovation and sustainability, and in doing so, matured People Analytics from scattered reporting into a best-in-class, certified data product practice, and deployed working AI on top.
Before that, I built the HR Technology function from scratch at a publicly traded internet infrastructure company, and spent twelve years at a global software company growing from HRIS analyst into HR Shared Services leadership across three continents — with an international assignment in Japan along the way. Twenty-five years, three global companies, one throughline: turning messy HR data into a foundation that business leaders actually trust.
I started this practice because the work I've spent a quarter century doing is now the work every company is trying to figure out — and most of them are trying to figure it out alone. Fractional is how I make this expertise accessible to more than one company at a time.
A consulting firm gives you a team of junior people managed by a partner you see twice a month. I'm the person in the room — every room, every time. Embedded in your leadership team, owning outcomes alongside you, not dropping off a deck and disappearing.
Most companies under a certain size don't have enough data work to justify a full-time CDO at executive compensation, but the work they do have is genuinely executive-level. Fractional solves that math. I often help clients define the full-time role and recruit their eventual replacement when they're ready.
The Strategy engagement is the pilot. A fixed scope, a clear deliverable, and a natural decision point for whether to continue together. I don't do smaller ad-hoc pilots because I can't deliver executive-level value in a smaller scope.
A fractional executive's value is depth, not breadth. I've spent 25 years in one domain — that's what makes me worth my rates and where I maximize my value-add. If you believe I can offer value in an adjacent domain, let's talk, my skills and expertise are transversal.