Meet Claudia
Consequential business decisions rarely fit neatly into one category. Growth can expose weaknesses in your structure. An acquisition can create uncertainty about leadership and accountability. A succession decision can shape the organization’s future.
I help CEOs, boards, and leadership teams work through those decisions with clarity and perspective. Together, we examine what is happening, identify risks and opportunities, weigh the trade-offs, and determine how to move forward.
My work connects business strategy, organizational effectiveness, risk, and human dynamics. I bring an independent perspective, ask curious questions, and help you address the issues that will make the greatest difference to your business.
Experience that shapes my judgment
Before founding my own business, The Human Zone, I served as an equity partner in a law firm and then Associate General Counsel, Global HR & Litigation, at The Hershey Company.
As a lawyer and corporate executive, I worked through complex matters where strategy, legal exposure, global operational needs, brand/reputation, and leadership decisions intersected. I learned to assess risk in context, understand the pressures leaders face, and develop practical approaches that account for both immediate needs and longer-term consequences. That experience shapes how I advise clients today. I look beyond the presenting issue. I consider how a decision will affect the broader organization. And I help leaders distinguish between a challenge that requires immediate action, a risk that needs mitigation, and an opportunity worth pursuing.
I hold a Juris Doctor from Penn State Dickinson and a bachelor’s degree in history from Penn State. I am also a Certified Positive Intelligence Coach and have trained with Vistage.
A strategic partner for growth and change
Through The Human Zone, I work with organizations navigating growth, transition, and complexity. My clients span healthcare, insurance, CPG, manufacturing, engineering, construction, financial services, transportation, higher education, and other industries.
The business size ($25 million, $500 million, or $1 billion) and circumstances differ, but the questions are often connected:
Is our organization equipped to execute the strategy?
Where are unclear responsibilities or competing priorities slowing us down?
What risks are we overlooking?
Do we have the leadership capability and succession plans the business needs?
How do we make a difficult decision—and carry it through effectively?
Clients have also entrusted me with sensitive investigations involving senior executives—work that demands independence, discretion, careful judgment, and the ability to examine difficult issues objectively. Across these engagements, I help leaders see more clearly, make informed decisions, and build the organizational capability to follow through.
Leadership beyond client work
My commitment to leadership extends into board and advisory service. I serve as a Trustee of the Central Penn College Education Foundation and on the advisory council for Nazareth University’s College of Visual, Performing Arts & Dance. Those experiences deepen my perspective on governance, stewardship, succession, and the relationship between an organization’s mission and its long-term sustainability. I am also the author of Frientorship®, a TEDx speaker, and the host of From Pumps to Power Moves. Through my writing and conversations with leaders, I explore the decisions, relationships, and turning points that shape careers and businesses. At home in Central Pennsylvania, I’m a wife, mother of two daughters, and someone who has made several meaningful career pivots of her own. I understand that moving forward can require both a thoughtful plan and the willingness to make a difficult choice.