Noemi Kis✨

Founder, CEO

Serial Entrepreneur / AI enthusiast / TEDx speaker

Hey there! 👋

I write about ideas for building a microbusiness.

I used this model to build a 7-figure company and grow a community of 160K+ on LinkedIn. Now, I help non-techie execs and founders do the same.

Get the 50 high margin business ideas FREE when you join.

Join here: https://stan.store/NoemiKis

Brands & sponsorship inquiries: hello@noemikis.com

AquaQuote is a global digital marketplace for buying and selling industrial water treatment products in the aftermarket space.  Brands have an opportunity to digitize their catalog and offer their products to a wider audience, while end users can easily find and purchase products via a self-service dashboard.  We focus on fast and excellent customer service and sourcing products from the best suppliers with the shortest lead times. 

The riskiest chance you’ll ever take?

The one you don’t take.

Everyone obsesses over the price of taking a chance:

↳ "What if I fail?"
↳ "What if I lose money?"
↳ "What if people judge me?"

But nobody talks about the cost of inaction. The price of staying exactly where you are.

Here's what standing still actually costs you:

1. Opportunity cost

↳ Someone else gets ahead while you hesitate
↳ Competitors learn from mistakes while you research
↳ Markets move whether you're ready or not

2. Compound cost

↳ Skills become harder to learn with time
↳ Networks become harder to access later
↳ Momentum you don't create keeps you stuck

3. Time cost

↳ You can recover from failed business
↳ You can't recover wasted years
↳ Time is the only resource you can't earn back

Most people spend so much energy avoiding short-term discomfort that they guarantee long-term regret.

So you only really have 2 options:

Take the risk now, or pay for it every day you don’t.

Because regret is the most expensive bill you’ll ever get.

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And follow @Noemi Kis✨ for daily growth tips!

Microbusiness Ideas / AI enthusiast / TEDx speaker

ScaleTx HR Advisory

ScaleTx HR Advisory works with small businesses that need guided HR counsel to solve their greatest HR challenges, elevate their HR department, and mentor their junior HR staff. Core services and areas of expertise include:

- Talent Acquisition
- Onboarding
- Engagement
- Employee Relations
- Performance Management & Development
- Culture & Values
- Total Rewards, HR Technology & Compliance

Owner / HR Advisor 

Blue Wheel Media

As Vice President, People at Blue Wheel Media (and Trevco), where I envision, develop, and implement programs for people, restructure organizational designs, and serve as a Lead Coach for the executive team. 

I manage two direct reports, assess performance, identify skills gaps, evaluate training needs, and conduct training sessions to improve productivity and efficiency. I formulate and manage a labor budget of $8 million to support ongoing operations. 

Highlights of accomplishment in this role include:

- I contributed efforts towards developing new career development program for both companies, made necessary customizations for career progression, highlighted specific steps and obstacles, and defined overall goals with methods for evaluations. 

- I successfully boosted employee retention by 10%; downplayed industry average during the great resignation period. Also, increased company revenue. 

- I spearheaded the development and implementation of entire HR procedures and processes from scratch, defined guidelines, and initiated development plans. 

- I single-handedly established the first-ever people department for the company, designed policies, implemented procedures, identified roles, and provided clear oversight and visibility into people operations.
 
- I played a key role in defining and developing core values for the company, as well as orchestrating and developing programs around those values. 

- I played an instrumental role in expanding company’s footprint across the globe, which resulted in achieving 2x increase in the size of the business over the two-year time span. 

- I earned the confidence and trust of the people by remaining fair and unbiased at all times.

VP, People

Trevco

As Vice President of People at Trevco (and Blue Wheel Media) I ensure smooth and cost-effective execution of all talent management operations by providing hands-on leadership and support to a global people team. I facilitate business acquisition by leading and executing M&A activities for local and international companies while supervising four direct reports. 

I conduct due diligence, integrate peoples, functions, and cultures, and maintain risks at an acceptable level. 

Highlights of accomplishment in this role include:

- I supported business and operational continuity during the Covid-19 pandemic by implementing safety protocols, navigating company’s direction as an in-person facility, and promoting a safe working environment. 

- I identified process inefficiencies and gaps, eliminated redundancies, and implemented improvement initiatives to improve productivity and efficiency. 

- I grew the business to $100 million by providing strategic and tactical leadership. 

- I identified company’s existing practice of hiring temporary staff during peak season at a higher labor rate and developed and implemented a program to hire talent at a significantly lower rate, which resulted in generating six-figure savings on a quarterly basis.

Ambassador Software

**Ambassador Software was acquired by Intrado in 2018.**

I provided strategic direction and support to the people to enhance their engagement, while explaining cost-saving initiatives and communicating priorities. I utilized exceptional leadership acumen to efficiently manage talent acquisition, engagement, and development strategies.

I partnered with leadership team to create workforce plans and support hiring managers in addressing their business needs and translating that into defined job descriptions for recruitment.

Highlights of accomplishment in this role include:

- I played a critical role in supporting the successful acquisition of the company by a non-technical global organization by collaborating with the CHRO of the new company, explaining integration strategies, and implementing plans in alignment with expectations of the management team.

- I established and developed company’s first-ever talent experience platform “EmbassyX”. 

- I enabled the company to deliver more improved talent experience and save significant costs by consolidating all existing systems into a single process.

Director, Talent Experience, Culture and HR

Carbon Media Group

I conceptualized and developed new systems, designed onboarding programs, and prepared all needed documentation to help organization achieve growth objectives. I recruited best-fit talents by conducting interviews, performing background checks, arranging proficiency tests, and shortlisting eligible candidates.

Highlights of accomplishment in this role include:

- I persuaded CEO to adopt the new program for attracting high-performance talent. I successfully shifted the company from the partnership with PEO and set it back to the employees, which resulted in saving $150k in the first year and introducing a match for 401k for the first time. 

- I earned recognition as the first People Professional for leading the company from start-up phase to pre-acquisition.

Director, Talent Experience, Culture & HR

Manager, Human Resources

Facility Solutions Inc.

I developed HR department from the scratch, implemented policies, prepared and managed payroll, and provided effective training and development opportunities to the employees. I planned and executed investigations on employee-related concerns as well as engaged project manager to efficiently manage the situations. 

I minimized the high turnover rate, addressed employee relationships, and improved overall procedures.

HP Pelzer Automotive

Human Resources Generalist

I Build the HR Foundation Businesses Need To Grow | Founder @ ScaleTx | Talent + Experience = Growth

Need HR Leadership?

I work with leaders in manufacturing, tech, service-based industries, construction, non-profits, and several more, giving expert HR advice, solving sticky people issues, mentoring junior HR staff, and leading to transformation.  

Want to learn about me? Below are the cliff notes.

Born and raised in Royal Oak, MI. I had a passion for my community from a young age and participated in sports, churches, youth groups, neighborhood block parties, etc. That passion has continued into my adult life, I now raise my own family in RO, and I wouldn’t want to be anywhere else.

I went to college at Oakland University (Go Grizzlies!), where I received both my Bachelor's and Master's degrees. More importantly, I joined a fraternity and it was there that I would meet my eventual wife and mother of my children, Kimberly. Who says fraternal life can’t establish positive lasting relationships?

HR has been a very fulfilling career, which I entered back in 2007, yayyy recession time! Since then I’ve worked in manufacturing, tech, digital, and service-based industries - it’s all been fun.

Now, outside of playing Husband and Father of the Year, I’m very active in my professional community, having volunteered with Detroit SHRM (Society of Human Resources Management) since 2019. 

In late 2019, after the company I was working for was acquired, my position was made redundant, hence ScaleTx was born.

There is nothing like being an entrepreneur. I love working with businesses that value the power of what people can do for their company. 

ScaleTx helps businesses realize that power by implementing scalable talent experience solutions.

If you’re interested in learning more about ScaleTx, you can:

- Book a free coaching call with at: https://cal.com/bradleyvoorheesscaletx/30min

- Email me at brad@scaletx.io

- Visit my site at scaletx.io

I would love the chance to help grow your business.

Brad Voorhees

“We didn’t lose our HR Director… we just promoted our HR Generalist.”

That’s the sentence I hear right before the problems start.

Because what usually follows is this:

- The Generalist is smart, capable, and hardworking
- The CFO now “temporarily” oversees HR
- Strategic work gets pushed to “after quarter-end”
- Compliance, performance, and culture quietly stall

And no one wants to admit it’s not working.

Here’s the uncomfortable truth:

You didn’t promote someone into leadership.
You promoted them into isolation.

HR leadership isn’t just doing the work — it’s knowing what work matters, when it matters, and how to navigate risk, people, and politics at the same time.

This is where most small businesses get stuck:

You don’t need a full-time HR Director.
You also can’t afford to leave a Generalist without guidance.

The fix isn’t replacing them.
It’s wrapping experience around them.

An advisor who:

- Sets priorities
- Mentors without micromanaging
- Protects the business and the HR team
- Helps the Generalist grow into the role — the right way

If your HR team is capable but stretched, this isn’t a people problem.

It’s a leadership gap.

And gaps are fixable — when you’re honest about them.

HR Advisor / Helping Small Businesses Solve Their HR When They Don’t Have An HR Lead / Founder @ ScaleTx HR Advisory

Here's why you shouldn’t hire an HR advisor for your small business…

If you don’t have an HR lead, an HR advisor is a terrible idea.

Why? Let’s be honest:

- Because it’s way more fun to let your operations manager guess their way through compliance.

- Because writing policies at midnight builds character.

- Because your payroll person loves being dragged into employee relations issues they were never trained for.

- Because nothing bonds a team quite like inconsistent practices, unclear expectations, and surprise legal exposure.

- And hey—why invest in developing that promising “HR-by-default” employee when they can keep struggling alone?

Why bring in someone who can give you structure, clarity, and a plan… when chaos is free?

The truth is: if you’re comfortable with risk, inefficiency, and burnout… then yes, you absolutely should not hire an HR advisor.

But if you’re ready for fewer issues, better decisions, and someone who actually knows how to build an HR function that supports your business—not hijacks it—
then maybe it’s time.

“Our Operations Manager is basically our HR person.”

He said proudly.
Then followed by a long pause.

Because here’s what small business leaders already know (even if they don’t say it out loud):

Your Ops Manager is sharp.
They run the floor, (or office).
They keep the wheels on.

But HR?
They’re the junior in the room.

So now they’re:

- Interpreting employment law between production meetings
- Handling employee issues with zero coaching
- Managing performance based on gut feel, that's after they attempted to create a performance management process
- Trying not to break anything… legally

And you can feel it:

- Decisions are slow
- Issues linger
- Good employees get frustrated
- Your Ops Manager is stretched thin and stressed out

This isn’t a knock on them.
It’s a leadership gap.

You don’t need to “make them better at HR.”
You need to support them with HR leadership.

That’s where an HR advisor changes the game:
- Your Ops Manager stays focused on operations
- HR decisions get structure, consistency, and confidence
- Risk drops
- People issues stop landing on your desk at 9pm

If you’re thinking,
“I know they need help, I just don’t know what kind…”
That’s the moment to raise your hand.

Ops Managers shouldn’t be learning HR the hard way—on your business.
If this sounds familiar, you’re not alone.

Right, let your HR Specialist flounder without guidance.

That’ll definitely end well.

They’re capable. They care. They’re trying to do the right thing.

But they’re also making decisions in a vacuum, reacting instead of planning, and carrying weight they were never meant to carry alone.

Meanwhile leadership says things like:

“HR owns it.”
“We’ll clean it up later.”
“They’ll figure it out.”

They don’t.

Not because they aren’t good — but because they don’t have context, precedent, or a second set of experienced eyes.

So work slows down.
Small issues turn into real risk.
And eventually someone asks why HR feels so… messy.

Here’s the uncomfortable part:

- You didn’t underhire.
- You under-supported.

An HR Specialist without guidance isn’t lean.
It’s liability with good intentions.

Strong HR doesn’t come from throwing someone into the deep end.

It comes from giving them direction before the business pays for the lesson.

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“Brad, we asked our current HR consultant to work on these key projects 3 years ago.”

That’s how the conversation started.

This is a 140-employee manufacturer.
One-person HR team.
A strong HR Generalist doing everything they can.
And a CFO who’s smart, capable… and completely underwater.

The intent was good.
Bring in a consultant. Knock out the “big stuff.” Clean things up.
But three years later, the same projects were still on the list:

- Performance management redesign
- Pay structure clarity
- Manager training
- HR processes that actually scale

Nothing was wrong with the consultant.
The problem was capacity and ownership.
Consultants build documents.

This company needed someone to build momentum—while mentoring the HR Generalist and taking pressure off the CFO.

Here is what we discussed:

- Give the HR Generalist air cover and direction
- Take execution off the CFO’s plate
- Prioritize what actually matters now

If your HR projects keep rolling over year after year, it’s not a motivation issue.

It’s a leadership gap.

And that gap doesn’t always require a full-time hire.

“Brad, our HR person is great… I just don’t think we’re getting what we should be getting.”

That sentence shows up in more conversations than you’d think.

On the surface, everything looks fine.
There’s an HR Generalist in the seat.
They’re responsive. They care. They’re trying to keep up.

But under the hood?

Projects stall halfway.
Managers get different answers.
Policies exist but aren’t used.
Compliance feels mostly handled.

And every new issue becomes, “Let’s just add this to HR’s plate.”

Here’s the hard truth most leaders miss:

- This isn’t a people problem.
- It’s a capacity and design problem.

You didn’t hire an HR leader.
You hired execution—and then asked it to become strategy.

That’s not a knock on your HR Generalist. It’s an unfair expectation placed on them as the business outgrows its original structure.

Growing companies reach a stage where:

- The business is too complex for junior HR alone
- A full-time HR Director feels premature or too expensive
- The CFO overseeing HR is already stretched thin

So the gap widens.

Not because anyone is failing—but because no one is actually owning the direction of HR.

The answer isn’t replacing your HR person.
And it’s not ignoring the problem until something breaks.

The answer is adding leadership without adding headcount.

An advisor who can set priorities, mentor your HR Generalist, help leadership make confident people decisions, and build systems that actually stick.

If your HR function feels busy but not impactful, capable but reactive, you’re not behind.

You’re at the inflection point most growing companies hit.

And how you handle it determines whether HR becomes a liability—or a real advantage.

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The Battle

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