[et_pb_section fb_built=”1″ fullwidth=”on” admin_label=”Hero Section” _builder_version=”4.27.8″ global_colors_info=”{}”][et_pb_fullwidth_header title=”About” subhead=”RESULTS, NOT RHETORIC” text_orientation=”center” background_overlay_color=”rgba(0,0,0,0.8)” content_max_width=”800px” _builder_version=”4.27.8″ title_font=”–et_global_body_font|700||on|||||” title_text_align=”center” title_text_color=”#B8955A” title_font_size=”14px” title_letter_spacing=”2px” title_line_height=”1.4em” content_font=”–et_global_body_font||||||||” content_text_align=”center” content_font_size=”16px” content_letter_spacing=”1px” content_line_height=”2em” subhead_font=”Playfair Display|700||on|||||” subhead_text_align=”center” subhead_font_size=”48px” subhead_letter_spacing=”3px” subhead_line_height=”1.4em” background_color=”rgba(255, 255, 255, 0)” background_image=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/06\/consultant-11.jpg” parallax=”on” parallax_method=”on” custom_button_one=”on” button_one_border_width=”1px” button_one_border_color=”rgba(255,255,255,0.3)” button_one_border_radius=”0px” button_one_letter_spacing=”1px” button_one_font=”Saira Extra Condensed|600||on|||||” button_one_icon=”$||divi||400″ button_one_icon_color=”#edbb5f” custom_button_two=”on” button_two_border_width=”1px” button_two_border_color=”rgba(255,255,255,0.3)” button_two_border_radius=”0px” button_two_letter_spacing=”1px” button_two_font=”Saira Extra Condensed|600||on|||||” button_two_icon=”$||divi||400″ button_two_icon_color=”#edbb5f” module_alignment=”right” custom_margin=”|||” custom_padding=”8%||8%||false|false” custom_padding_tablet=”8%||130px||false|false” custom_padding_phone=”||80px||false|false” custom_padding_last_edited=”on|phone” button_one_text_color_hover=”#edbb5f” button_two_text_color_hover=”#edbb5f” button_one_bg_color_hover=”rgba(0,0,0,0)” button_two_bg_color_hover=”rgba(0,0,0,0)” global_colors_info=”{}” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_one_text_color__hover_enabled=”on” button_one_text_color__hover=”#edbb5f” button_two_text_color__hover_enabled=”on” button_two_text_color__hover=”#edbb5f” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_one_bg_color__hover_enabled=”on” button_one_bg_color__hover=”rgba(0,0,0,0)” button_two_bg_color__hover_enabled=”on” button_two_bg_color__hover=”rgba(0,0,0,0)”]<\/p>\n
Meet Mary Peros and find out what real problems she solved and what changed once she fixed them.<\/p>\n
[\/et_pb_fullwidth_header][\/et_pb_section][et_pb_section fb_built=”1″ disabled_on=”on|on|on” admin_label=”Attributes” _builder_version=”4.27.8″ custom_margin=”|||” custom_padding=”0px|0px|100px|0px” disabled=”on” global_colors_info=”{}”][et_pb_row column_structure=”1_3,1_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ _builder_version=”4.16″ background_color=”#ffffff” max_width=”1440px” custom_margin=”|||” custom_padding=”27px|0px|0px|0px” box_shadow_style=”preset3″ box_shadow_vertical=”15px” box_shadow_blur=”80px” box_shadow_color=”rgba(0,0,0,0.15)” use_custom_width=”on” custom_width_px=”1440px” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/06\/5775b040e24fa2a0e68d4568035f58482d916c8c.jpg” title_text=”5775b040e24fa2a0e68d4568035f58482d916c8c” _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/05\/55859bbc6584da8b7472339fd999110f9fd70e95.jpg” title_text=”55859bbc6584da8b7472339fd999110f9fd70e95″ _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/05\/06c4ddf372b5983984659754bd5255a25db46a97.jpg” alt=”Hello World Featured Image” title_text=”06c4ddf372b5983984659754bd5255a25db46a97″ _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Team” _builder_version=”4.27.7″ background_color=”#282828″ custom_padding=”100px|0px|99px|0px” global_colors_info=”{}”][et_pb_row _builder_version=”4.27.6″ custom_padding=”27px|0px|27px|0px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.9″ text_font=”–et_global_body_font||||||||” header_font=”–et_global_heading_font||||||||” header_2_font=”–et_global_heading_font|700|||||||” header_2_font_size=”38px” header_2_letter_spacing=”1px” header_2_line_height=”1.4em” header_3_font=”–et_global_heading_font|700||on|||||” header_3_text_color=”#edbb5f” header_3_font_size=”14px” header_3_letter_spacing=”1px” header_3_line_height=”2em” text_orientation=”center” background_layout=”dark” max_width=”1460px” locked=”off” global_colors_info=”{}”]<\/p>\n
<\/span><\/p>\n [\/et_pb_text][et_pb_divider color=”#B8955A” divider_weight=”2px” _builder_version=”4.27.6″ max_width=”60px” module_alignment=”center” height=”2px” locked=”off” global_colors_info=”{}”][\/et_pb_divider][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.27.8″ max_width=”1460px” custom_margin=”|||” custom_padding=”|||” custom_width_px=”1440px” global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/08\/Mary-Peros-new-pic.png” title_text=”Mary Peros new pic” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.27.7″ global_colors_info=”{}”][\/et_pb_image][et_pb_team_member name=”mary peros” position=”Founder | Fractional & Interim Chief People Officer” linkedin_url=”https:\/\/www.linkedin.com\/in\/mary-peros\/” _builder_version=”4.27.8″ header_font=”–et_global_body_font|700||on|||||” header_text_color=”#B8955A” header_font_size=”14px” header_letter_spacing=”1px” body_font=”–et_global_body_font||||||||” body_font_size=”16px” body_line_height=”1.8em” position_font=”–et_global_body_font||||||||” text_orientation=”left” background_layout=”dark” custom_margin=”40px|||” icon_hover_color=”#edbb5f” global_colors_info=”{}” icon_color__hover=”#edbb5f” icon_color__hover_enabled=”on”]<\/p>\n I’ve held the Chief People Officer seat inside growing companies and PE-backed portfolios \u2014 the person leadership calls before a hard comp decision, a difficult exit, or a deal that needs people diligence done right. I’ve seen what a people function looks like when it keeps pace with growth, and I’ve seen the cost when it doesn’t: bad hires at the executive level, comp structures that trigger turnover, restructurings that damage trust faster than they solve the problem they were meant to fix.<\/span><\/p>\n [\/et_pb_team_member][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_team_member name=”why? ” _builder_version=”4.27.7″ header_font=”–et_global_body_font|700||on|||||” header_text_color=”#B8955A” header_font_size=”14px” header_letter_spacing=”1px” body_font=”–et_global_body_font||||||||” body_font_size=”16px” body_line_height=”1.8em” position_font=”–et_global_body_font||||||||” text_orientation=”left” background_layout=”dark” min_height=”222px” custom_margin=”40px|||” custom_padding=”1px|||||” icon_hover_color=”#edbb5f” locked=”off” global_colors_info=”{}” icon_color__hover=”#edbb5f” icon_color__hover_enabled=”on”]<\/p>\n Peros Consulting exists because most companies between 50 and 500 employees are in an awkward middle: too complex to run without senior people leadership, not yet at the size (or budget) that justifies a full-time CPO. I bring exactly that senior judgment, structured around what your business actually needs right now.\u00a0 Interim and M&A work is regularly for larger companies, 1,500 employees and beyond.<\/span><\/p>\n [\/et_pb_team_member][et_pb_team_member name=”credentials & sector experience” linkedin_url=”https:\/\/www.linkedin.com\/in\/mary-peros” _builder_version=”4.27.9″ header_font=”Poppins|700||on|||||” header_text_color=”#B8955A” header_font_size=”14px” header_letter_spacing=”1px” body_font=”Poppins||||||||” body_font_size=”16px” body_line_height=”1.8em” text_orientation=”left” background_layout=”dark” custom_margin=”40px|||” custom_padding=”||0px|||” icon_hover_color=”#edbb5f” locked=”off” global_colors_info=”{}” icon_color__hover=”#edbb5f” icon_color__hover_enabled=”on”]<\/p>\n Sector experience<\/strong> Global reach: USA (multi-state), UK, EMEA, APAC<\/p>\n Fractional and interim CPO roles spanning early growth stage through significant scale \u2014 meaning I’ve seen what breaks at each stage of headcount growth and what needs to be in place before it does, not just how to react once it has.<\/p>\n <\/p>\n [\/et_pb_team_member][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Features” _builder_version=”4.27.7″ custom_padding=”100px|0px|100px|0px” global_colors_info=”{}”][et_pb_row _builder_version=”4.16″ custom_padding=”27px|0px|27px|0px” locked=”off” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.8″ text_font=”||||||||” header_font=”||||||||” header_2_font=”–et_global_heading_font|700|||||||” header_2_font_size=”38px” header_2_letter_spacing=”1px” header_2_line_height=”1.4em” header_3_font=”–et_global_body_font|700||on|||||” header_3_text_color=”#edbb5f” header_3_font_size=”14px” header_3_letter_spacing=”1px” header_3_line_height=”2em” text_orientation=”center” max_width=”7000px” custom_margin=”-48px|||||” locked=”off” global_colors_info=”{}”]<\/p>\n Discover how practical executive HR leadership has strengthened businesses, reduced risk, improved management, [\/et_pb_text][et_pb_divider color=”#B8955A” divider_weight=”2px” _builder_version=”4.27.6″ max_width=”60px” module_alignment=”center” height=”2px” locked=”off” global_colors_info=”{}”][\/et_pb_divider][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_3,1_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ _builder_version=”4.27.8″ max_width=”1460px” custom_margin=”||||false|false” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/08\/Client_A_label_only_edited.jpg” title_text=”Client_A_label_only_edited” _builder_version=”4.27.7″ _module_preset=”default” width=”150px” module_alignment=”center” custom_margin=”||-1px|||” global_colors_info=”{}”][\/et_pb_image][et_pb_testimonial quote_icon=”off” quote_icon_color=”RGBA(255,255,255,0)” quote_icon_background_color=”RGBA(255,255,255,0)” portrait_width=”80px” portrait_height=”80px” content_tablet=”<\/p>\n Family-Owned Group, 13 Companies The problem<\/p>\n A family-owned group had grown into 13 different businesses, but had no consistent way to pay the people running them. Company presidents and functional leaders were paid on a case-by-case basis, with no benchmarking, no structure, and no plan for how to price a role when a new leader was hired. None of this had existed before \u2014 the family had never needed it until now.<\/p>\n What I did<\/p>\n Benchmarked pay and bonuses for presidents and functional leaders against the market The result<\/p>\n The group went from ad hoc, inconsistent pay decisions to a defensible, repeatable structure \u2014 with the internal knowledge to run it themselves going forward.<\/p>\n ” content_phone=”<\/p>\n Family-Owned Group, 13 Companies The problem<\/p>\n A family-owned group had grown into 13 different businesses, but had no consistent way to pay the people running them. Company presidents and functional leaders were paid on a case-by-case basis, with no benchmarking, no structure, and no plan for how to price a role when a new leader was hired. None of this had existed before \u2014 the family had never needed it until now.<\/p>\n What I did<\/p>\n Benchmarked pay and bonuses for presidents and functional leaders against the market The result<\/p>\n The group went from ad hoc, inconsistent pay decisions to a defensible, repeatable structure \u2014 with the internal knowledge to run it themselves going forward.<\/p>\n ” content_last_edited=”on|tablet” _builder_version=”4.27.9″ _module_preset=”default” body_font=”–et_global_body_font||||||||” body_text_align=”center” body_font_size=”15px” author_font=”DM Sans|700|||||||” author_text_align=”center” position_font=”DM Sans||||||||” background_enable_color=”off” custom_padding=”6px|||||” custom_css_main_element=”text-align: center;” global_colors_info=”{}” content__hover_enabled=”on|desktop” content__hover=”<\/p>\n Family-Owned Group, 13 Companies The problem<\/p>\n A family-owned group had grown into 13 different businesses, but had no consistent way to pay the people running them. Company presidents and functional leaders were paid on a case-by-case basis, with no benchmarking, no structure, and no plan for how to price a role when a new leader was hired. None of this had existed before \u2014 the family had never needed it until now.<\/p>\n What I did<\/p>\n Benchmarked pay and bonuses for presidents and functional leaders against the market The result<\/p>\n The group went from ad hoc, inconsistent pay decisions to a defensible, repeatable structure \u2014 with the internal knowledge to run it themselves going forward.<\/p>\n “]<\/p>\n <\/strong><\/span><\/p>\n Building a Compensation Structure <\/strong> The problem<\/strong><\/p>\n Thirteen businesses, no consistent way to pay the people running them. Every president\u2019s package was negotiated from scratch, with no market data and no logic behind it. That\u2019s how you overpay some leaders, lose others, and end up with no answer when someone asks, \u201cWhy does he earn more than me?\u201d<\/p>\n What I did<\/strong><\/p>\n The result<\/strong><\/p>\n Pay decisions went from gut feel to a structure they can defend, repeat, and own.<\/p>\n [\/et_pb_testimonial][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/08\/Client_B_label_only_edited.jpg” title_text=”Client_B_label_only_edited” _builder_version=”4.27.7″ _module_preset=”default” width=”150px” module_alignment=”center” custom_margin=”||-1px|||” global_colors_info=”{}”][\/et_pb_image][et_pb_testimonial quote_icon=”off” quote_icon_color=”RGBA(255,255,255,0)” quote_icon_background_color=”RGBA(255,255,255,0)” portrait_width=”80px” portrait_height=”80px” _builder_version=”4.27.9″ _module_preset=”default” body_font=”–et_global_body_font||||||||” body_text_align=”left” body_font_size=”15px” author_font=”DM Sans|700|||||||” author_text_align=”center” position_font=”DM Sans||||||||” background_enable_color=”off” use_background_color=”off” width=”79.8%” custom_margin=”|||63px||” custom_padding=”16px|||2px||” custom_css_before=”text-align: center;” custom_css_main_element=”text-align: center;” custom_css_after=”text-align: center;” custom_css_free_form=”text-align: center;” custom_css_testimonial_portrait=”text-align: center;” custom_css_testimonial_description=”text-align: center;” global_colors_info=”{}”]<\/p>\n Changing How People Get Paid, Without Losing Them The problem<\/strong><\/p>\n Changing how people get paid is one of the fastest ways to lose trust. Half the workforce had only ever known profit-share. Explain the change badly, and good people start reading it as a pay cut. Nobody on the team had run a change like this before, and there was no plan for who needed to hear what, or when.<\/p>\n What I did<\/strong><\/p>\n The result<\/strong><\/p>\n A pay change landed with understanding instead of panic. They also got a repeatable framework for communicating any major change.<\/p>\n \n [\/et_pb_testimonial][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/perosconsulting.com\/wp-content\/uploads\/2026\/08\/Client_C_label_only_edited.jpg” title_text=”Client_C_label_only_edited” _builder_version=”4.27.7″ _module_preset=”default” background_color=”#D4A96A” width=”150px” module_alignment=”center” custom_margin=”||-1px|||” global_colors_info=”{}”][\/et_pb_image][et_pb_testimonial quote_icon=”off” quote_icon_color=”RGBA(255,255,255,0)” quote_icon_background_color=”RGBA(255,255,255,0)” portrait_width=”80px” portrait_height=”80px” _builder_version=”4.27.9″ _module_preset=”default” body_font=”–et_global_body_font||||||||” body_text_align=”center” body_font_size=”15px” author_font=”DM Sans|700|||||||” author_text_align=”center” position_font=”DM Sans||||||||” background_enable_color=”off” custom_padding=”6px|||62px||” custom_css_main_element=”text-align: center;” custom_css_testimonial_description=”text-align: center;” global_colors_info=”{}”]<\/p>\n Finding the Real Reason People Were Unhappy, Before They Quit The problem<\/strong><\/p>\n The survey scores were sliding on communication, leadership, and trust. Messages felt contradictory, leaders felt out of reach, and some people felt undervalued. In a small team, that mix turns into resignations fast, and every exit hurts. Leadership knew something was wrong but couldn\u2019t pin down what.<\/p>\n What I did<\/strong><\/p>\n The result<\/strong><\/p>\n Leadership went from \u201csomething\u2019s off\u201d to knowing exactly what was driving disengagement, and what to do about it.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n
Financial Services \u00b7 Manufacturing \u00b7 Retail \u00b7 SaaS \u00b7 Non-Profit \u00b7 PE-backed and Tech\u00a0<\/p>\nCase Studies<\/h2>\n
and supported confident organizational growth.<\/p>\n
Finance, manufacturing, real estate, and engineering<\/span><\/p>\n
Built a pay and bonus structure they could apply consistently across all 13 companies
Created a grading and competency framework, so roles could be leveled and compared fairly
Gave them a clear process for hiring and pricing new company presidents
Because compensation structure was new territory for the whole family, I documented the reasoning behind every recommendation \u2014 not just the what, but the why \u2014 so they could keep managing it well after I left<\/p>\n
Finance, manufacturing, real estate, and engineering<\/span><\/p>\n
Built a pay and bonus structure they could apply consistently across all 13 companies
Created a grading and competency framework, so roles could be leveled and compared fairly
Gave them a clear process for hiring and pricing new company presidents
Because compensation structure was new territory for the whole family, I documented the reasoning behind every recommendation \u2014 not just the what, but the why \u2014 so they could keep managing it well after I left<\/p>\n
Finance, manufacturing, real estate, and engineering<\/span><\/p>\n
Built a pay and bonus structure they could apply consistently across all 13 companies
Created a grading and competency framework, so roles could be leveled and compared fairly
Gave them a clear process for hiring and pricing new company presidents
Because compensation structure was new territory for the whole family, I documented the reasoning behind every recommendation \u2014 not just the what, but the why \u2014 so they could keep managing it well after I left<\/p>\n
Family-owned group, 13 companies, finance, manufacturing, real estate, engineering<\/em><\/span><\/p>\n\n
<\/strong>Mid-sized company, planning a shift from flat profit-share to performance-based bonuses<\/em><\/p>\n\n
\n
Fast-growing software company<\/strong>
Fast-growing software company, small team<\/em><\/p>\n\n