ABOUT
Who we are, how we think, and why the partnering model is not a commercial choice - it’s the values position.
The business behind the work.
WHY WE EXIST
HR in most small and growing businesses is either absent, reactive, or borrowed from frameworks built for organisations ten times their size.
The result is founders making expensive people decisions without good data. Leaders navigating difficult moments without anyone in their corner. Businesses growing faster than their foundations.
Positive Disruption exists to change that. Not by doing HR the way it has always been done, but by doing it in a way that actually serves the business.
Compliance first. Not compliance only.
We build the foundations before anything else. Compliance is where we start, and a long way from where we finish.
HOW WE WORK
Build it. Then coach to it.
We don’t just build the framework. We coach your leaders to use it until the capability is in the business, not the consultant.
Business outcome focused
We start with what the business needs. If it doesn’t connect to a business result, we don’t to it.
Simple, practical, measurable.
If it’s not simple enough for a manager to own, we haven’t built it right.
This is personal. The need to be part of something — connected and with purpose — is at the core of how Positive Disruption is built. Not to be a vendor. To be in the room when the hard decisions get made. Present in the growing pains as much as the wins.
That need is also a conviction. Great HR cannot be done from the outside. You cannot arrive in a business, do something, and expect it to have lasting impact. The work only creates real value when it is embedded in the culture, the leadership, and the daily decisions of the organisation.
WHY WE PARTNER
“The relationship is not the delivery mechanism. It is the product.”
This is why we don’t work with everyone. We work with organisations we know, because HR only creates lasting value when it’s embedded in the business.
ABOUT JON
I spent sixteen years at Cummins running HR across 70,000 people in 190 countries. I led HR strategy and transformation, directed the people side of major acquisitions, and built talent and leadership frameworks at a scale most HR practitioners never get near.
And then I chose to leave it behind.
Smaller businesses are the opposite of large organisations. The decisions are faster. The results are visible. The willingness to try something, see whether it works, adjust, and go again — that's the kind of environment where I do my best work.
The businesses I work with often don't think they want HR. What they want is their people performing, their leaders confident, and their business protected. When HR is done well, those things happen, and nobody calls it HR.
Jon Orr, Founder and Director