Hi, I’m Lauren Agresti.

I run InTriplicate, a Maryland-based HR and people operations consultancy for nonprofits and small businesses with growing teams.

I spent nearly a decade as a litigator, representing both sides of employment disputes. After enough cases, patterns become hard to ignore. The problem was rarely one spectacularly bad decision. It was usually something ordinary that had been allowed to compound: a manager avoiding a hard conversation, a process everyone understood differently, a policy that existed on paper and nowhere else.

Eventually, I crossed the table.

I ran a nonprofit legal program, tripled its capacity in under a year, and learned the operational version of the same lesson from the manager’s seat: teams grow into whatever structure they are given.

I build people infrastructure you can grow with.

That can mean hiring and onboarding that actually work, clearer roles, better manager practices, performance systems people trust, policies that reflect the organization you really run, or the basic workflows that keep HR from living entirely in one person’s head.

My view is simple: more process is not maturity. Better judgment across the organization is.

Every HR intervention should earn its keep. A handbook nobody uses is paperwork. A performance process managers are afraid to use is theater. The goal is a team with enough structure to operate consistently and enough judgment to handle the situations no template can predict.

InTriplicate is a consulting practice. My legal background is one lens. HR practice, operations, organizational psychology, risk management, and the actual experience of the people inside the system matter too.

Who I work with

I work primarily with mission-driven organizations, boutique professional services firms, and beauty and wellness businesses, usually with teams of roughly 5–50 people.

Some are building their people systems for the first time. Some have discovered that something important is broken. Some need experienced judgment without adding a full-time HR leader to payroll.

I keep the consultancy small and work with a limited number of clients at a time.

If your team has outgrown the way you’ve been holding it together, that’s usually a good time for us to talk.