Top Women in HR Awards Luncheon 2026

Vice President, People - Human Resources

Myriad Genetics

Kim Chapman drives strategic HR transformation

Faced with rapid market change in the past 12 months, the vice president of people at Myriad Genetics repositioned the HR function as a strategic partner — aligning people strategy with business outcomes and shifting HR from operational support to a primary driver of growth. Kim Chapman connected workforce planning to financial and product priorities, creating an anticipatory framework that enabled leaders to forecast talent needs and redeploy resources with speed and precision.

Chapman led the HR business partner team of four and advised the executive leadership team, executing a cohesive talent strategy that strengthened succession planning, accelerated leadership development and built critical capabilities across the enterprise. Chapman instituted data-driven workforce planning, clarified role expectations and launched targeted development paths that closed capability gaps and measurably increased bench strength among midlevel and senior managers across product, sales and engineering.

Chapman directed a company-wide organizational redesign, working with senior leaders to reshape roles, workflows and team dynamics and to reduce duplication while creating a more scalable operating model. Stakeholder engagement and consensus-building improved cross-functional collaboration, clarified accountability and accelerated decision-making, reducing project handoff delays and improving execution timelines.

Targeted engagement strategies strengthened manager effectiveness, increased transparency and nurtured belonging, contributing to Great Place to Work certification for the third year in a row. Chapman mentors and coaches the HRBP team, embeds continuous improvement and builds the capability the organization needs to sustain transformation, influence future strategy and deliver measurable business results.

Senior Vice President, Learning and Organization Development

Jefferson

Bridget O’Brien guides cultural integration after major health system expansion

Integrating two large health systems required a focused, research-driven approach at Jefferson. Bridget O’Brien led a cross-enterprise effort after the organization grew from 42,000 to 65,000 employees, charging her team with melding mission, vision and values into a single cultural blueprint.

The team led by O’Brien ran hundreds of interviews, focus groups and document reviews to map similarities, gaps and cultural strengths across regions and business units. O’Brien ensured representation from all regions and units — New Jersey, Greater Philadelphia, Lehigh Valley and Northeastern Pennsylvania — and engaged leaders from boards, service line chiefs and partners in caring to act as implementation ambassadors.

Stakeholders reviewed draft values and habits, and the team refined strategy and deliverables to create a simplified mission, an alignment strategy and codified shared values that support psychological safety, accountability and a growth mindset.

Rollout began in spring 2025, and the new system already appears in community reporting, internal communications and plans for the annual report. An ambassador network and training curriculum built by O’Brien aims to embed new habits across clinical, academic and administrative roles.

Formal engagement surveys will measure adoption later this year while leaders translate values into daily practices at the front line. The initiative created a common language across a complex enterprise and positioned leaders to sustain local identity while driving enterprise-wide change.

The work already influenced organizational storytelling and planning, appearing prominently in the community impact report, informing website and internal communications content, shaping leadership development curricula and operational priorities, and setting metrics and governance for ongoing culture measurement so that leaders at every level can translate shared values into hiring, performance conversations and patient and student experiences across clinical sites, campuses and administrative centers; over the coming 24 months the team will roll out leader toolkits, pulse checks and microlearning modules to reinforce habits and track progress, with executive oversight and structured local adaptation to preserve regional identity.

Chief People Officer

BODYARMOR Sports Nutrition

Katie Fernandez reshapes people strategy to stabilize growth and culture

In the wake of a major acquisition and sustained turnover, Katie Fernandez joined BODYARMOR Sports Nutrition as chief people officer and general counsel and immediately set out to rebuild trust, align leadership and set clear accountability measures across people, legal and commercial functions to stabilize the business and restore confidence among retailers and partners.

To anchor change, Fernandez co-authored the One Obsession Mindset Principles with the CEO and embedded those behaviors into performance goals, daily decision making, talent reviews and compensation structures so that leadership and employees shared concrete expectations. Fernandez launched comprehensive training and recognition programs and created an annual awards gala to reinforce new norms, reward demonstrated behaviors and make culture-building a visible business priority across all levels.

On the commercial front, Fernandez designed and implemented the company’s first retail execution specialist program, staffing new field teams to improve in-store coverage, execution and relationships with retailers while creating clear career pathways between field roles and corporate functions. The initiative drove material volume growth and generated $6.5 million in system profit, accelerating market share gains across core territories and funding scaled investments in execution and people development.

On inclusion and development, Fernandez founded the company’s first employee resource group, Women’s LINC and expanded learning through the Octagon Speaker Series featuring sports, media and corporate leaders to broaden perspectives and build mentorship networks. Fernandez also raised employee engagement and trust through transparent communication, targeted development paths, accountability in talent processes and a people strategy that aligned incentives with the One Obsession Mindset Principles, thereby increasing internal mobility. The result is scalable talent pipelines, clearer accountability and a stronger culture that supports long-term growth, deeper community impact and the company’s strategic ambition to lead the sports hydration category.

Chief People Officer

Saks Global

Sarah Garber guides people integration at Saks Global

When Saks Global formed last summer, leaders faced a complex integration of brands, systems and cultures that required rapid alignment and careful attention to people. Sarah Garber expanded her remit to oversee people and culture for all brands and to set a people-centered approach that aligns structures, clarifies roles and streamlines processes.

During the acquisition of Neiman Marcus, teams integrated more than 10,000 employees into the new company while Garber balanced operational efficiency with a focus on onboarding, benefits harmonization and a resilient employee experience. Garber helped design the Saks Global Commercial team and co-created a President & Chief Commercial Officer role to unify commercial talent across Saks Fifth Avenue and Neiman Marcus while preserving distinct brand strengths.

To improve connection, Garber partnered with senior leaders to begin unifying enterprise systems, coordinating communications and setting governance for cross-brand decision-making. Garber’s team launched a Saks Global career site and LinkedIn page, refreshed employer messaging and organized a three-day leadership summit that combined panels, workshops and immersive sessions to build trust, align strategy and co-create operating rhythms.

The voice of the employee program expanded with a confidential Saks Global engagement survey, which surfaced concerns, highlighted opportunities and guided priority actions for managers. Colleagues report stronger cross-brand collaboration through new forums, working groups and shared metrics that Garber championed, and leaders cite faster decision-making and clearer role definitions after the initial integration phase.

The next steps include converting early wins into lasting practices through ongoing leadership development, targeted communications and a continuous feedback loop to ensure the company builds on alignment while preserving what makes each brand unique. Garber aligned people and purpose during a major transformation, improved connection across brands and positioned the company to attract and retain talent as it moves into the next phase of growth and scale.

Chief People Officer

ALSAC/St. Jude Children's Research Hospital

Annette Green aligns talent strategy with mission and engagement

In FY25, Annette Green led a comprehensive Shared Goals Implementation initiative at ALSAC that aligned team objectives with enterprise-wide strategic priorities, centralized accountability and fostered cross-functional collaboration by linking individual goals to measurable outcomes and leadership priorities. Green redesigned succession planning and talent reviews, integrated performance management with promotion decisions and established high-potential leadership development pathways grounded in newly defined core competencies and validated through Korn Ferry talent assessments, while using data to identify succession-ready candidates and close critical skill gaps.

To support development, Green launched an Employee Experience leadership training program and overhauled new hire onboarding to accelerate readiness, standardize expectations and improve early retention through clearer role roadmaps, mentoring and project-based learning. Green standardized mid-year and annual reviews, balanced outcome-based and behavioral goals, partnered with finance and senior leaders to implement a merit process that promotes equity and predictable pay outcomes and instituted calibration sessions to ensure consistency across departments.

As a result, Green redesigned the employee voice survey, embedded survey goals into performance reviews, introduced frequent check-in surveys with new reporting tools for people leaders and achieved a record-high engagement score of 81 percent, driven by clearer action plans and leader accountability. The work also expanded psychological safety training, broadened financial and employee wellness offerings and relaunched a national training meeting that united employees under the theme “One Team. One Mission.” and delivered scenario-based sessions to build skills and cross-unit trust.

The initiative established a national HR advisory council of executive leaders from major companies, formed a People and Global Engagement team to strengthen alignment with St. Jude and launched regular cross-sector convenings to pilot innovations and share best practices. Together, these initiatives strengthened talent pipelines, increased employee engagement, deepened connection to the St. Jude mission and delivered scalable people systems that position the organization to improve patient-focused fundraising, expand global partnerships and sustain long-term impact.

SVP, Chief People Officer

Cisco

Kelly Jones transforms Cisco’s people strategy around AI and wellbeing

Over the past 12 months, Cisco’s chief people officer, Kelly Jones, reshaped the employee experience around continuous learning, inclusive culture and/or total wellbeing to make the global workforce future-ready and to align talent practices with rapid technological change. That work framed AI adoption as a people-first opportunity, required leaders to build trust and connection during change, and shifted emphasis from tool fluency to responsible use that preserves human judgment while holding leaders accountable for modeling new ways of working.

A leadership model of four personas — empaths, change agents, philosophers and/or technologists — gave managers practical behaviors to guide ethical AI use and to strengthen uniquely human skills that drive innovation and culture under Jones’s leadership. Access to personal career coaching was expanded, and targeted programs helped employees map intentional career paths and reskill for emerging roles tied to AI and other priorities while equipping managers to coach for mobility and growth.

The rollout of Building Skills for a Conscious Culture drove 97% employee completion, demonstrating broad engagement in inclusion and awareness training across levels and regions. When the company acquired Splunk, Jones led HR integration of thousands of employees, delivering a smooth cultural and operational transition rooted in shared values, empathy and/or transparency and backed by clear communications and aligned policies to reduce friction.

Executive sponsorship under Jones grew the Inclusive Communities network into a global system of employee resource groups that deepened belonging, sustained volunteerism, donations and advocacy at scale and linked community efforts to measurable impact and employer brand. Wellbeing initiatives and policy changes, including Maven menopause support, unlimited Vacation Time Off and/or expanded paid Child Bonding Leave to 16 weeks, reinforced practical flexibility and support for working parents and caregivers.

The combined focus on learning, inclusion and/or wellbeing reshaped talent readiness, strengthened business resilience across markets, improved internal mobility and retention signals and raised expectations of what HR can deliver for people and the enterprise.

Chief People Officer

Link Logistics

Bridgette Moore transforms talent strategy to align people with business needs

As chief people and culture officer at Link Logistics, Bridgette Moore redesigned the firm’s people strategy to tightly align recruiting, development and retention with business goals across a 1,100+ workforce, ensuring the company could meet market demands while improving the employee experience.

The strategy emphasized three pillars — a hyperfocus on employee experience, enabling an agile workforce and using data to make talent decisions — and Moore established a regular executive cadence, board-level reporting and governance to translate people insights into operational changes and measurable management accountability.

A modern digital recognition platform now celebrates firm, community, and personal milestones, and it has driven higher cross-team participation, stronger peer-to-peer acknowledgment, and a more visible culture of appreciation across locations and functions. An upgraded benefits suite and a Wellbeing Guide centralize emotional supports, family planning, financial literacy and comprehensive medical offerings, and the firm rolled out an integrated communications campaign so employees know where to find and how to use the resources available to them.

A newly established Center of Excellence captures employee sentiment through engagement surveys, listening labs and journey blueprints and stands up a dedicated insights capability that delivers timely people data to business leaders to inform staffing, role design and leadership development choices.

New learning and leadership programs use milestone-based, cohort learning to strengthen decision-making, people management and behavioral modeling, and they create repeatable paths for leaders to respond to shifting market conditions and team needs. Moore launched a 12-week Breakthrough program for new managers, a 12-week Elevate program for VPs and higher leaders and supported a Gateway program for recent graduates to accelerate skills, broaden networks and create internal pipelines for future leadership roles.

Collectively, these changes improved leader visibility, shortened time to staffing decisions and strengthened retention of critical roles, positioning the company to scale as markets shift.

Chief People and Inclusion Officer

PwC

Yolanda Seals-Coffield reimagines the people experience through technology and care

As chief people and inclusion officer at PwC, Yolanda Seals-Coffield led the multi-year My+ strategy to reimagine the people experience, using technology, coaching and career design to personalize development paths, create clearer role progressions and align skills with business needs for more than 75,000 employees across the U.S. and Mexico.

That strategy centralized growth, opportunity and inclusion in hiring, performance and mobility processes, and trained leaders to turn strategic priorities into everyday coaching, stretch assignments and visible career pathways that increase internal movement and readiness for client work.

To scale personalized learning and reduce repetitive tasks, the firm introduced My AI under Seals-Coffield’s leadership — the platform automated routine work, recommended tailored development content, connected people to mentors and shortened time to competency for client-facing teams. The effort also expanded apprenticeship models, revived in-person learning, where it added value and institutionalized team-based coaching and structured feedback to embed critical thinking, collaboration and emotional intelligence into daily team practice.

Those changes produced measurable shifts in capability and engagement — leaders reported faster deployment of skills to client projects, teams improved cross-functional collaboration and internal mobility strengthened talent pipelines for high-demand roles. The firm reached its highest placement yet on a leading workplace ranking, reflecting steady improvements in retention, recruiter interest and employee satisfaction across service lines and geographies.

A first-generation college graduate and HBCU alumna, Seals-Coffield shaped targeted pathways, mentorship programs and community outreach that opened entry points for underrepresented talent and strengthened partnerships with educational institutions.

Seals-Coffield continues to scale learning pathways and inclusive practices while aligning talent investments with emerging technology so people can grow into AI-enabled roles, contribute more quickly to client outcomes and experience fairer, more accessible career mobility across the firm.

Chief People Officer

Bounteous

Leah Weyandt shapes people-first merger integration and a global HR operating model

As chief people officer at Bounteous, Leah Weyandt led one of the company’s most complex transformations after the 2024 merger, directing operational alignment and cultural integration across multiple geographies and diverse team member populations, aligning functional areas including talent, rewards and operations and setting clear operating rhythms for integration and decision-making.

Weyandt framed the effort as a human-centered change, prioritizing employee experience, transparent communication and cross-functional collaboration and reducing uncertainty through regular town halls, targeted manager coaching and a single source of truth for integration decisions.

In rebuilding the People & Culture function, Weyandt designed and implemented a global operating model to support over 4,500 employees across the Americas, EMEA and APAC, deploying new HR systems, harmonizing policies and clarifying roles while preserving local and legacy strengths so teams could continue to deliver.

Weyandt translated that model into scalable programs for engagement, leadership development and inclusive culture initiatives that could be rolled out consistently across regions, with local adaptation built in to respect market nuances and speed adoption.

During market turbulence, Weyandt led change management efforts that stabilized performance and protected team morale, aligning priorities with financial and strategic goals while preserving capacity in critical delivery teams. Under that direction, the organization moved toward outperforming industry benchmarks and preserved momentum for growth despite economic headwinds, while client retention and project delivery metrics held steady or improved.

To reinforce a sense of belonging and capability, Weyandt reintroduced Bounteous University and employee resource groups, resizing the curriculum and governance to meet the needs of a larger, more diverse workforce and launching mentorship and cross-border learning paths.

Weyandt also launched leadership development and performance enablement frameworks that equipped managers to lead through ambiguity and accelerated readiness for future roles, and introduced new performance conversations tied to individualized growth plans.

Beyond internal work, Weyandt contributed to the broader HR conversation with an article on co-innovation and talent in the age of AI, which extended the organization’s thought leadership while strengthening recruitment, retention and culture strategies and creating a platform for practical knowledge sharing with peers and clients.

Chief People Officer

Cambium Learning Group

Melissa Yates May leads remote first shift to widen talent and support employees

After the pandemic, Melissa Yates May led a companywide shift at Cambium Learning Group from strict return-to-office mandates to a remote-first model that prioritized employees’ varied family situations, lifestyles and locations — reframing work around individual capacity rather than geography.

May directed the people experience team to change policy frameworks, redesign roles for asynchronous collaboration and train managers in remote performance coaching to support productivity and wellbeing across time zones. The Remote First model now places 98% of employees in remote roles and widened the candidate pool beyond metro hubs — enabling hires from diverse regions and backgrounds and accelerating time to fill critical positions.

Remote teams continued to deliver what company leaders described as their best-ever impact for customers while working from home, maintaining product roadmaps, shipping research and sustaining service levels without added office constraints.

To broaden inclusion, May aligned people programs to expand accessibility work and strengthen employee resource groups so product teams could focus on creating edtech solutions that meet classroom needs and close gaps in opportunity. Those strategies helped teams translate employee flexibility into tangible product outcomes — faster iterations, clearer teacher insights and closer alignment between research and implementation.

To connect communities to work, May launched a paid volunteer service time program that mobilized employees across states to support community partnerships and local schools. The program created regular opportunities for staff to connect purpose to work and reinforced Cambium’s ties to the classrooms its products serve.

Executives attribute improved retention and stronger cross-functional collaboration to May’s work, citing faster product cycles and clearer feedback loops between educators and developers.

Plans call for scaling learning programs and refining manager support to sustain remote performance and wellbeing while the people experience team measures long-term outcomes and shares best practices internally and with peers.

CHRO

Tishman Speyer

Jackie Fuld shapes a people-first strategy across a global real estate firm

At Tishman Speyer, Jackie Fuld has redefined people-first leadership across 40 markets and $65 billion in assets under management, aligning talent strategy to support the firm’s expansion into credit, venture, residential, life sciences and industrial while architecting the workforce behind the future of cities. Fuld leverages 15 years at the firm and a cross-functional background in human capital and capital markets to connect workforce design to complex deals, to client needs and to new product lines, ensuring talent decisions move in step with business strategy.

To model the future of work, Fuld led a comprehensive redesign of the Rockefeller Center headquarters to prioritize flexibility, inclusivity and collaboration, and to translate workplace design into measurable productivity and retention gains through flexible scheduling, tech-enabled collaboration and accessible spaces. Fuld expanded internal mobility platforms and launched next-generation leadership programs that accelerated promotions, increased cross-functional moves and created a scalable pipeline across business lines and regions while shortening time to fill key roles and strengthening bench depth.

Across the enterprise, Fuld introduced wellbeing programs that address mental, physical and emotional health, embedded measurable performance indicators and tied participation to leadership accountability to shift culture from isolated benefits to sustained resilience and higher performance. Fuld launched global employee resource groups, scaled mentorship and volunteer programs and integrated inclusion into recruitment, succession planning and executive development to make diversity actionable and enduring across markets and asset classes.

The people initiatives under Fuld’s direction supported high-profile client relationships with JPMorgan Chase, NBCUniversal, Pfizer, HSBC, Visa and Nike and reinforced operational readiness during large-scale transactions and marketing campaigns. Fuld links human capital directly to business outcomes by aligning talent with strategy, measuring impact and keeping investment in people central to growth as the firm scales into new sectors and navigates an evolving global portfolio.

Chief Human Resources Officer

Wolverine Worldwide

Amy Klimek drives an HR overhaul that stabilized the company

Facing low morale and persistent talent gaps during a company turnaround that began in August 2023, HR at Wolverine Worldwide refocused its work on talent attraction, retention, development and/or culture to stabilize operations, restore confidence among employees and enable a broader business transformation under Amy Klimek’s strategic leadership.

Recruiting efforts delivered senior executives across finance, marketing, product and/or e-commerce, introduced new planning and product leadership capabilities and involved targeted succession planning and talent-gap assessments to ensure leadership bench strength and faster, clearer decision-making across functions. The team hired 239 new employees globally, increasing the workforce by nearly 10%, and strategically relocated leaders to the U.S. headquarters to boost collaboration while expanding recruitment systems to improve candidate experience and hiring consistency across regions. An external workplace certification and improved engagement measures validated cultural gains and strengthened the employer brand in competitive talent markets.

To improve retention, Klimek restructured onboarding, integrated global benefits and modernized compensation and comprehensive incentive programs, while delivering training and plan reviews to clarify rewards and align pay with performance and transformation goals. Internal mobility increased through promotions and clearer career pathways, and engagement programs, revamped executive onboarding and integrated HR systems helped reduce day-to-day friction for employees joining new roles. Succession plans and targeted development closed leadership gaps and reduced reliance on external hires for critical roles.

Development initiatives ranged from global learning days and leadership programming to volunteer events that reinforced purpose, broadened skill sets and offered employees hands-on opportunities to practice collaboration and community impact. Office investments included new state-of-the-art workspaces, the UN1TED office to cultivate belonging and new employee resource groups that provided additional channels for connection, mentorship and/or inclusion across sites. The combined focus on talent, development and/or culture reinforced company stability, closed capability gaps and positioned the organization for scalable growth and innovation under Klimek’s HR leadership.

Chief Human Resources Officer

Sempra

Lisa Larroque Alexander leads people-first transformation at Sempra

As chief human resources officer at Sempra, Lisa Larroque Alexander has led a companywide shift that puts employees at the center of strategy and links people programs to business priorities, focusing on performance, culture and long-term operational growth through visible accountability and clear governance. That work drove clearer alignment, higher engagement and more consistent operational performance, and it helped teams translate strategy into measurable outcomes tied to customer service, safety and financial results and reduced friction across workflows and handoffs.

Using the “powering our potential” communications framework, Alexander connected culture, benefits and programs to daily decision-making and the company’s mission, helping employees make informed choices that boost individual development, team effectiveness and organizational performance. The initiative moved from concept to launch through rapid mobilization of cross-functional teams to deliver measurable results, demonstrating decisive execution during a period of transformation and aligning HR, communications and business leaders on a common path, setting clear milestones for progress and measurement.

By redesigning compensation, job architecture and career pathways, Alexander created clearer salary structures and opened advancement routes for leaders and subject-matter experts, expanding nontraditional paths to career growth and improving transparency across levels and functions. Inclusive leadership training reached 96% of leaders, embedding inclusion and belonging into everyday leadership practices across the company and changing promotion decisions, talent reviews and team dynamics and increasing leader accountability in staffing and promotion decisions.

Alexander also expanded development programs, prioritized upskilling for the digital era, including AI capabilities, and strengthened coaching, mentorship, and wellness support to prepare employees for evolving roles. The combined actions clarified expectations, strengthened talent attraction and retention and increased organizational resilience, positioning the company to sustain performance through regulatory shifts, market change and operational disruption while keeping employees engaged and prepared for what comes next and reinforcing a sense of shared purpose and optimism.

EVP and Chief People Experience Officer

Blue Cross Blue Shield Association

Lynn Merritt transforms HR to align workforce strategy with business goals

Facing a need to align workforce strategy with business goals and to strengthen organizational performance across a complex national association, Lynn Merritt led a comprehensive redesign of human resources that prioritized clarity, agility, measurable accountability and a people-centered approach to operational excellence at the Blue Cross Blue Shield Association.

The initiative paired upgraded HR systems with standardized processes and a consistent enterprise goal-setting framework to improve transparency, accelerate decision-making, reduce duplicate work and hold leaders accountable for delivering results that support the association’s mission. Internal mobility rose sharply, with nearly 50% of open positions filled by current employees in 2024, reflecting investments in career pathways, targeted development and a reimagined job architecture that matched talent to priority roles faster and more fairly.

Programs connected employees to mission and community through a unified volunteer platform, a comprehensive wellbeing strategy and learning experiences designed to increase engagement, build skills and encourage employees to apply their strengths in service of members. The Community Connect Hub centralized volunteerism and employee giving, simplified administration, expanded participation opportunities and helped scale thousands of hours of community service while strengthening ties between staff and local partners and boosting staff retention.

A revamped job architecture created clear career paths, clarified progression criteria, standardized role expectations and enabled leaders to redeploy talent quickly as business needs evolved, boosting employee confidence in career prospects. New trainings — Culture Journey Essentials, Zodiak and Elevated Moments — embedded cultural habits, increased financial acumen among nonfinance staff and introduced layered recognition that reinforced mission-driven behaviors across teams.

Pilots such as a four-day in-office workweek and a NextGen internship tested flexible work and early-career recruiting models, informed policy adjustments and helped refresh the talent pipeline with more diverse candidates. Employees reported higher engagement scores, resource group participation increased, and managers translated those gains into more consistent service delivery and stronger support for members and communities.

Chief Human Resources Officer

University of Utah Health

Christian Sherwood leads HR transformation that boosted agility and inclusion

Leading a comprehensive HR overhaul at the University of Utah Health, Christian Sherwood deployed an AI-enhanced HR information system to modernize talent acquisition, performance evaluation and learning and development across hospitals, clinics and affiliated community sites. The platform reduced time-to-hire, automated administrative tasks and created continuous, data-driven feedback loops that informed staffing, development and retention decisions and freed HR staff to focus on strategic work.

Partnering with Proxima, Sherwood established a 12-week, hands-on internship pathway that placed scholars into clinical and administrative departments with clinicians and administrators serving as mentors to provide practical experience, mentorship and direct pipelines into entry-level roles.

As executive sponsor, Sherwood launched a leader development curriculum that combined in-person learning, virtual sessions and coaching to accelerate skills and succession planning. The program reached 94% of frontline leaders in its first year, and most participants reported stronger leadership capability and a willingness to recommend the work to colleagues and to apply new skills in operational roles.

Cross-functional cohort circles and a formal peer coaching network engaged employees to surface practical solutions, improve collaboration and accelerate customer-centric project rollouts, and they surfaced measurable ideas that moved into implementation.

The combined initiatives raised employee engagement, decreased voluntary turnover and improved productivity metrics, restoring operational stability during a period of market pressure. A stakeholder-first orientation strengthened trust and alignment between HR and business units, clarified career pathways for underrepresented talent, and created new entry routes into healthcare careers.

These actions established measurable foundations for sustained wellbeing, career mobility and succession readiness as the organization scales and adapts to changing demand. Ongoing plans include expanding internship pathways, refining AI-driven talent models and scaling leader development programs to embed continuous improvement across clinical and administrative functions over the next two years.

Sr Dir People Bus Ptr Ops

Costa Farms

Yvette Hernandez reorients HR around talent, inclusion and operational impact

Facing a seasonal, labor-intensive industry that required predictable staffing and safer practices, Yvette Hernandez shifted HR from a payroll and transaction-centric model to a strategic talent management and learning organization that aligns workforce planning with operational goals while sustaining production and customer commitments at Costa Farms.

Hernandez designed and implemented succession planning, nine-box talent reviews and structured development pathways with clear assessment criteria and development roadmaps to surface high-potential employees, reduce talent gaps and clarify career progressions for frontline, supervisory and corporate roles.

To embed HR as a business partner, Hernandez created a cadre of HR business partners who advise operations, influence staffing and development decisions and act as daily strategic partners to leaders across manufacturing, distribution and office environments. Hernandez expanded that model beyond a single division, standardizing practices, coaching leaders on accountability and accelerating decision making so managers could respond faster to seasonal demand and retention risks and document outcomes that proved improved responsiveness.

By building a Microsoft Power Apps succession planning tool that covers more than 100 director-level roles, Hernandez reduced administrative friction, improved visibility into leadership pipelines and enabled more timely promotion and coverage decisions while giving leaders real-time reports for planning. Hernandez paired that platform with workforce development, retention and safety programs tailored to seasonal cycles — combining training, communication and data — and used frontline feedback and supervisor input to raise engagement, lower turnover and strengthen productivity.

Beyond programs and platforms, Hernandez mentors and advocates for her team, securing targeted certifications and trainings that have translated into internal promotions and expanded leadership capacity across multiple regions.

Hernandez also shared practical guidance at the industry’s top conference and continues to scale inclusive practices that improve trust and dialogue with Spanish-speaking workforces while refining programs based on frontline outcomes and evolving business needs.

Director of Human Resources

The N2 Company

Nicole Oliver transforms HR through strategic empathy

During The N2 Company’s shift to fully remote operations, Nicole Oliver redesigned internal communication, introduced virtual rituals and established feedback loops to keep distributed teams connected, normalize flexible work practices and sustain collaborative problem-solving across roles and locations.

Oliver set clear milestones, trained managers in remote leadership, standardized expectations and tracked engagement data to protect culture during a period when many organizations lost cohesion and morale.

To secure benefits continuity, Oliver directed a companywide migration to a new healthcare provider by leading vendor selection, sequencing enrollment, negotiating plan terms and deploying on-the-ground support to prevent coverage gaps and minimize employee confusion. Oliver designed and implemented a Cost of Living Allowance program that automates annual pay adjustments tied to inflation, restores purchasing power, clarifies eligibility and simplifies payroll administration for sustained fairness.

Oliver launched a Team Member Meeting panel that draws representatives from across departments, defines agenda priorities, tests new formats and refines meeting flow to boost participation and make all-hands time more actionable.

During the organization’s first CEO transition in its 20-year history, Oliver served as HR’s steady, reassuring presence, mapped transition touchpoints and ensured consistent messaging to reduce uncertainty for employees at all levels. Oliver organized leader briefings, onboarding touchpoints and follow-up listening sessions, synthesized feedback for leadership and adjusted rollout plans to build trust in the new leadership and maintain business continuity.

Balancing operational priorities with intentional employee advocacy, Oliver used personal grief after a profound loss as a source of deeper empathy that informed new support programs, manager guidance and peer resources.

Oliver also stepped in to cover critical interviews during a holiday, mentored teammates across functions and shaped policies that strengthened retention, improved wellbeing and reinforced the long-term health and resilience of the organization.

Director, HR Business Partner

Ahold Delhaize USA

Dawn Rogers unifies HR approach to strengthen product and tech teams

As director of HR business partner supporting IT, product and tech, at Ahold Delhaize USA, Dawn Rogers led the consolidation of multiple support companies into a single support brand, which simplified the operating model, reduced duplicative processes, clarified prioritization of work across a complex enterprise and accelerated delivery of strategic initiatives to align HR resources with business roadmaps and operational needs.

Anchored in ADUSA values of courage, care, teamwork, integrity and humor, the effort built a new HR team to serve the merged organization while fostering open, honest and transparent leadership behaviors and creating forums for associates to share questions and feelings.

Facing declines in the Product/Tech engagement survey, Rogers partnered with leaders to host listening sessions, gather candid frontline feedback and identify precise areas for manager development, role clarity and team support needs.

Those insights became practical management tools — individual checklists, guidance templates and quarterly roundtables — to increase the frequency of feedback, strengthen day-to-day coaching, improve role clarity and reopen lines of communication between leaders and associates.

To build skills and pipeline, Rogers collaborated with learning specialists to design and pilot a Data Camp for Product/Tech and IT associates and then broadened access so the curriculum reached additional teams across the company and supported clearer career pathways that increased internal mobility.

Additionally, Rogers supported hiring manager training, reviewed materials and encouraged participation and promoted an immersive co-op program that gives students a sustained, in-depth experience in tech functions and returns talent and brand awareness to university communities while informing future recruiting priorities.

The combined programs and structural changes sharpened organizational effectiveness, improved how leaders prioritize work, reduced confusion over roles and created clearer pathways for associate development across disciplines and career stages.

Today, Rogers applies strategic, creative and compassionate leadership to improve the associate experience, to support potential in new and seasoned associates and to position the company for future growth.

Chief People and Communications Officer

Talking Rain Beverage Company

Veronica Blankenship reshaped onboarding, development and community engagement

A focus on the first 90 days reshaped hiring, onboarding and early development at Talking Rain Beverage Company. Veronica Blankenship designed a stakeholder-driven onboarding model that assigns mentors, schedules regular check-ins and clarifies role expectations so new hires contribute faster and build career confidence.

Across the company, career pathways were redesigned and development plans tied to performance conversations and talent reviews. Blankenship linked those plans to internal mobility and training, and new hire retention rose from 72% to 88.9% after the changes.

Community partnerships tied to product focus increased engagement and amplified the company’s vision to inspire physical and mental activity. Blankenship formed partnerships with K9s For Warriors, Girls on the Run International and/or The Jed Foundation and activated employees through volunteer days, co-branded product campaigns and workplace presentations.

Employees prepared dog enrichment treats and beautified K9s For Warriors grounds, while company events welcomed Warrior graduates and their service dogs to speak with staff. The company donates thousands of Sparkling Ice bottles to Girls on the Run councils, hosts an employee 5k that results in Adidas shoe donations for participants and holds a Neon Nights–themed anniversary party that draws more than 150 Rain Makers.

The combined approach boosted retention, increased internal mobility and strengthened community ties while embedding wellbeing, purpose and clearer career paths into daily work. Those operational shifts produced tangible business effects beyond retention, including faster time to full productivity for new hires, lowered vacancy rates, stronger cross-functional collaboration, more consistent use of development plans by managers, deeper external visibility through purpose-driven marketing and higher volunteer participation, employee referrals and pulse-survey scores — outcomes that Blankenship and leadership plan to scale by expanding manager training, formalizing succession lanes, integrating community partnerships into recruitment, measuring long-term career progression and engagement trends, and reporting outcomes to the board and investors.

Chief People Experience Officer

Turnitin

Marissa Farrar leads human-centered culture and inclusive talent growth

Since 2021, Turnitin has followed a human-centered people strategy guiding its global operations and partnerships in educational technology. The approach emphasizes diversity, inclusion, and belonging while aligning hiring, development, and performance practices with the needs of educators and students. Marissa Farrar has led cross-functional initiatives that reflect product users, elevate authentic identities, and expand equitable pathways for advancement.

Employee Resource Groups such as PRIDE, Women Are Thriving at Turnitin and BlackSource moved beyond community building to influence policy, sponsor cross-functional development programs, host speaker series and career fairs, and create mentorship pipelines tied to promotion, exposure and lateral mobility across regions. Farrar linked ERG programming to clear talent metrics and manager accountabilities and launched sponsorship programs, rotational assignments, stretch projects and targeted succession plans that accelerate readiness for leadership and remove structural barriers for underrepresented employees.

The people team adopted a human-centered AI approach — placing employees at the center of research, development and daily workflows — and Farrar rolled out scenario-based training, ethical guardrails, role-specific playbooks, hands-on labs and manager toolkits that treat AI as an assistant to strengthen decision-making, increase efficiency and protect academic integrity. Those initiatives contributed to a 4.5-star employee experience rating in 2025.

At industry forums, including the ASU + GSV Summit, leaders heard Farrar present practical road maps for a purpose-driven workforce, covering clearer role design, calibrated manager coaching frameworks and targeted development pathways that increase engagement, improve retention and link employee motivation to measurable business outcomes. Her prior HR leadership at Merck, Raytheon, Kimberly-Clark, Mölnlycke Health Care and AECOM across regulated, commercial and high-growth sectors supplied a tested playbook for attraction, development and retention, and her service on a local advisory council supports single mothers pursuing career advancement and economic stability.

Group Vice President, People & Culture

Parts Town Unlimited

Chelsea Fitzpatrick transforms employee ownership at Parts Town Unlimited

An employee ownership program redefined financial security for team members across Parts Town Unlimited, shifting a traditional benefits model toward direct, tangible investment in employees’ long-term prosperity, including clearer paths to retirement and increased financial resilience for families. The Town Shares program, conceived and launched by Chelsea Fitzpatrick, grants every eligible team member a no-cost equity stake and frames ownership as a pathway to intergenerational wealth rather than a supplemental perk, designed to benefit frontline and corporate roles equally.

The rollout reached 5,500 team members and required coordinated legal, tax and communications planning to deliver consistent terms, clear expectations and timely enrollment, with localized support, translated materials and phased timelines to match local laws and payroll cycles. The effort required Fitzpatrick to lead cross-functional teams to map compliance, design governance and set vesting structures, negotiate vendor relationships, create scalable operational processes and establish reporting, audit controls and executive governance to preserve equity integrity.

Financial literacy formed the core of the launch, not an afterthought, with curriculum, plain-language guides and targeted workshops that translated valuation, vesting schedules and tax implications into usable steps, plus live webinars, recorded modules and one-on-one clinics. Program materials used scenario-based examples and decision tools that Fitzpatrick prioritized so individuals could assess holding, selling and long-term planning in the context of family needs, and the company deployed calculators and planning worksheets to support those choices. The combined design and education work fostered an ownership mindset, raised participation, improved morale and aligned daily decisions with measurable company outcomes such as productivity and retention, while prompting managers to discuss value creation at team meetings.

Long tenure and a modest personal background informed Fitzpatrick’s approach to shaping program priorities, centering equity distribution on broad access rather than selective reward and advocating eligibility rules that reduced tiering. The initiative embedded financial health into company culture, created a clear path for team members to participate in value creation, positioned the workforce to steward long-term success for themselves and the business, and set a framework for ongoing evaluation and expansion.

Director, People & Culture

AMC Networks

Gina Florio modernizes employee benefits to support life stages

AMC Networks modernized its benefits to address rising employee needs across family, health and financial life stages. Gina Florio led the work by listening to employees, translating feedback into program design and prioritizing low-cost options that expand access and value across divisions and levels.

In the family space, Florio championed policies and programs that span the entire life cycle, adding 10 days of company-subsidized backup child and elder care, removing the one-year IVF waiting rule and strengthening adoption support, with visible impact on recruiting and retention. Florio introduced Maven at no cost to employees to provide virtual clinics for fertility, pregnancy, parenting and menopause while preserving affordability for the company.

On the health and wellness front, Florio negotiated updated medical and dental plans with UnitedHealthcare and Aetna, increased employer contributions to health savings accounts and rolled out Hinge Health for online musculoskeletal care, and expanded telehealth access for remote staff. Florio balanced plan design and vendor agreements to maintain quality while reducing per-employee cost pressure.

On retirement and financial planning, Florio enabled greater saving opportunities for employees nearing retirement, lowered investment fees by replacing managed accounts with target date funds and expanded year-round financial education to promote smarter saving and spending and made plan navigation simpler for employees at all income levels.

Collaboration with employee resource groups helped ensure communications reached caregivers, parents and employees planning for retirement, while Florio hosted webinars that highlighted ancillary benefits like backup care and college planning.

The work combined strategic cost management with an investment in employee wellbeing to improve the day-to-day experience and strengthen the sustainability of long-term benefits. Early outcomes show clearer employee understanding of available programs, higher engagement in ancillary supports, positive feedback from caregivers and parents and continued control of employer costs while broadening access to fertility, family, wellness and retirement resources companywide.

President

James Moore HR Solutions

Julie Kniseley transforms HR strategy into measurable business results

Many organizations face rising labor shortages, shifting skill demands and complex compliance obligations, and they struggle to align talent to strategic priorities while preparing for mergers and acquisitions and rapid market change. Julie Kniseley applies more than three decades of strategic HR leadership to redesign workforce planning, organizational design and talent management so human capital decisions drive revenue, reduce turnover and improve operational resilience.

As leader of the James Moore HR Solutions team, Kniseley partners with companies across manufacturing, technology and professional services to diagnose skill gaps, to streamline reporting and to resolve pay and benefits inconsistencies that create legal and financial risk. Kniseley built repeatable, data-driven processes for HR reporting, succession planning and compliance monitoring, and those efforts saved clients tens of thousands of dollars in ACA penalty fees over a few years while reducing reporting errors and audit exposure. Kniseley communicates practical tools and policies through keynote talks, podcasts and a video series that translate complex rules into manager-ready checklists and workflows and that demonstrate how AI reshapes skill needs and benefits strategy.

Clients report clearer succession pipelines, stronger regulatory footing and higher engagement from targeted retention programs after adopting Kniseley’s playbooks and dashboards. Case studies and tools appear at national conferences and in articles and podcasts, accelerating adoption of practical HR analytics, compliance best practices and next-generation benefits design among HR teams.

A communication degree and SHRM senior certification inform an evidence-based approach that balances legal safe harbors with people-focused practices to support sustainable growth. Kniseley continues to scale consulting frameworks and educational content, so more organizations convert HR from a reactive cost center into a proactive engine for growth and long-term stability.

HR Communication Specialist III

Arkansas Children's, Inc.

Internal communications overhaul by Lara Otten clarifies HR messaging

Facing widespread information overload across the pediatric system that serves more than 700,000 children annually, Lara C. Otten redesigned and relaunched the Leader Brief at Arkansas Children’s to consolidate critical HR updates for nearly 500 leaders and to present priorities, actions and deadlines in a single, consistent format.

Otten partnered with Strategic Marketing, applied design principles and data-informed messaging and built leader feedback loops to improve clarity, encourage adoption and make the brief a reliable source for managers who need timely personnel and policy information.

The redesigned digest launched in August 2024 and achieved an average open rate of 94%, signaling rapid adoption among leaders and validating the move to centralize updates and remove nonessential content.

Otten also created communication frameworks for a multi-phase compensation change, coordinating with external consultants and HR leadership to anticipate questions, reduce confusion and maintain transparency during a complex rollout.

Work tied to those initiatives became an internal model — Strategic Marketing used materials for training, leaders referenced the approach as calming and practical, and the intranet refresh leaned on Otten’s templates to unify tone and visual identity across HR.

Otten led employer brand and onboarding efforts for early-career employees by developing the Champions Rising identity and a suite of onboarding resources, including welcome toolkits and an orientation website, all designed to accelerate belonging and early productivity.

Colleagues submitted dozens of recognitions that pointed to Otten’s creativity, problem-solving and steady delivery under tight timelines, and leaders adopted Otten’s deliverables to coach managers on message delivery and to stage employee events such as quarterly HeaRt Talks.

The cumulative work strengthened leader trust and clarified HR voice across channels — creating a repeatable standard that supports retention and more efficient communication as the system continues to grow.

VP of People Ops

Coforma

Ellie Saeta leads people strategy through uncertainty

Facing contract uncertainty and shifting federal priorities, Coforma needed steady people leadership to reduce anxiety, keep teams aligned and preserve productivity during a year of churn. VP of PeopleOps Ellie Saeta reframed HR work around clarity, compliance and care and set a steady cadence for communication, manager coaching and employee support to stabilize the team and rebuild trust.

To replace a time-intensive 360-review, Saeta introduced a formal performance review cycle that is scalable, fair and clear and prepared managers and employees with office hours, documentation and guided training. Saeta realigned pay bands to match market rates while protecting incumbent salaries, held open forums to explain the approach and connected compensation changes to long-term recruitment and retention goals.

Industry uncertainty raised stress for many employees, so Saeta expanded mental health benefits by adding Headspace and by amplifying resilience resources to support remote teams. Saeta also launched the company’s first employee resource groups to create employee-led spaces for connection, advocacy and belonging and secured leadership support while preserving grassroots ownership.

To modernize operations, Saeta led a tech-stack overhaul, selecting BambooHR, Ethena and Fidelity and prioritizing research, testing and employee education for smooth rollouts across a remote workforce. Saeta coordinated in-person volunteer activities with the American Heart Association and modeled compassionate change communication through office hours, open Q&A and informal forums that other leaders adopted.

Overall, Saeta’s work kept employees informed, connected and confident, reduced friction in people processes and positioned the company for its next chapter of growth and stability.

Managers reported clearer expectations, recruiters noted improved competitiveness in candidate conversations, and employees cited greater trust in leadership during transitions, showing that systems, communication and compassionate practices reduced uncertainty, curtailed turnover risk and created clearer paths for career development and succession planning that teams can act on now and sustain momentum effectively.

AVP, Learning & Development

AT&T

Hannah Coit reshapes AT&T learning to scale AI and retail performance

Facing rapid AI-driven role changes, Hannah Coit reoriented AT&T’s learning strategy to reskill managers, embed data-driven measurement and align learning investments with business priorities, while forging cross-functional partnerships with product, engineering and HR to speed deployment.

Leading the effort, Coit launched the Ask AT&T Academy — an enterprise reskilling program that paired learning teams with the Gen AI Transformation Office to accelerate AI-driven role evolution among management employees. The initiative is projected to deliver $309 million in financial benefits within three years, driven by productivity improvements and faster role transitions to AI-augmented work.

To reach frontline retail staff, Coit directed the Signal & Connectivity Expert microlearning program with personalized, gamified modules and scenario-based simulations designed to close knowledge gaps, enhance customer conversations and drive sales execution. Those modules raised KPI performance, narrowed low-performing segments and strengthened employee confidence, translating into measurable sales gains and improved customer satisfaction in stores that adopted the program.

To shift capability, Coit reimagined the L&D operating model by outsourcing design to a third-party partner and creating a new strategist role to move the team toward higher-value work and closer business partnership, freeing capacity for rapid prototyping, vendor management and strategic alignment. That redesign reduced costs, increased the team’s capacity for innovation and improved program scalability and business alignment, enabling faster rollouts and clearer ROI measurement.

Leadership under Coit transformed learning into a strategic capability that drives productivity, career mobility and measurable business impact across the enterprise, and positioned the organization to adopt emerging technologies with confidence. Business leaders described faster time-to-competency and clearer links between learning and revenue, and Coit builds a culture of experimentation, mentors L&D strategists and sets clear outcome metrics to sustain continuous improvement and long-term impact.

Chief Legal Officer and SVP for HR and Security

Ivanti

Brooke Johnson drives career pathways and inclusion at Ivanti

A human-centered strategy reshaped employee alignment, career mobility and professional development across Ivanti after HR responsibilities expanded in early 2025, focusing leadership on creating clear pathways and measurable supports for underrepresented employees and establishing clearer measures for success. Brooke Johnson launched a structured career development framework that integrated goal-setting, job shadowing and targeted education to provide clarity, build confidence and remove barriers for women and all employees seeking promotion or lateral growth and set measurable milestones tied to promotions.

The learning approach reduced friction for career progression, increased employee ownership of development and connected skill-building to performance conversations and promotion pathways. Johnson expanded access to learning by supporting company-wide LinkedIn Learning, encouraging employees to personalize journeys, acquire emerging skills such as AI literacy and digital marketing and align individual learning goals with organizational needs, and rolled out manager training to reinforce the use of new resources.

Employee-led resource groups received operational backing and visibility, turning volunteer communities into engines for policy change, training and peer support. Johnson championed the CurbCuts Accessibility Club to promote digital and physical accessibility and supported networks such as the Women’s Connection Group to amplify voices and create tangible opportunities across functions, and influenced product accessibility road maps and customer-facing experiences.

Mentorship moved from sporadic advice to a regular, structured practice through cross-department coaching, sponsorship and hands-on guidance for navigating complex career paths. Johnson backed Volunteer Time Off and other engagement initiatives, and employee volunteer participation rose 108% in the first quarter of 2025, reflecting increased commitment to service and purpose.

The company centralized experience programs, resource groups and volunteer activities on an internal hub to make participation visible, reduce friction and sustain momentum for inclusion and professional growth and increased cross-team collaboration on inclusion initiatives. The combined actions improved participation, representation and belonging and positioned the organization to continue scaling equitable talent practices that help employees realize their potential and advance the business.

Director of People Development

Renown Health

Nicole Petersen advances people-first development at Renown Health

A people-first strategy reshaped talent development across Renown Health by prioritizing continuous improvement, employee growth and a culture of recognition and wellbeing that aims to help staff reach their fullest potential. Nicole Petersen led the creation of strategic pathways that support a workforce of 8,000 employees, aligning individualized development plans with organizational goals, defining clear success profiles for critical roles and strengthening pipelines for clinical and operational positions.

Under Petersen’s guidance, teams implemented talent mapping, career mobility and succession planning with targeted assessments and role-specific development tracks to identify high-potential contributors and create realistic internal advancement routes. eLearning capabilities expanded as Petersen invested in advanced technology, redesigned curricula, scaled virtual delivery to increase access across job families and locations and introduced microlearning modules for frontline staff.

A formal mentorship program launched to pair emerging talent with experienced leaders, while Leadership Development University and Leadership in Training provided structured pathways into supervisory and executive roles and tracked competency gains through assessments and supervisor validations. Programs emphasized individualized development through performance feedback, formal career counseling and individualized development plans that clarified competencies and next steps for employees at all levels and connected development goals to performance outcomes and career conversations.

Petersen forged partnerships with internal stakeholders and external organizations to bring certifications, specialty training and subject-matter expertise to employees, broaden career options and professional networks and negotiate group access that reduced training cost and administrative burden. Measured outcomes include improved retention, higher job satisfaction and the emergence of new leaders promoted from within, and Petersen used ongoing analysis and participant feedback to refine programs for continued relevance. The result is clearer career pathways, stronger engagement and a durable foundation for long-term organizational growth that keeps talent development tied to patient care and service excellence.

Workforce Planning and Analytics Manager

Ahold Delhaize USA

Tion Askew drives workforce transformation through data and development

Leaders faced fragmented talent data and unclear development pathways, which hindered strategic workforce decisions at Ahold Delhaize USA and slowed the company’s ability to redeploy skills in response to changing customer demand and store needs.

Tion Askew applied workforce planning, analytics and capability design to align skills, streamline decision-making and connect talent work to business priorities, enabling more timely, evidence-based conversations between business leaders and HR. The Human Resources Capability Framework that Askew designed and rolled out created a clear path for associates and leaders to assess development and workforce readiness, and it established competency definitions, assessment rubrics and learning pathways for multiple roles.

The framework tied daily role expectations to strategic goals, making talent conversations practical and measurable, which helped managers set development targets and track progress.

The department’s People Development Strategy prioritized growth, collaboration and adaptability under Askew’s co-leadership, and it introduced cohort learning, cross-functional mentoring and skill-focused workshops to scale capability building. That strategy strengthened internal connections, increased the number of associates consistently delivering on business objectives, and boosted engagement, creating clearer career pathways for frontline and corporate roles.

A reporting dashboard and a data ecosystem that Askew built improved forecasting accuracy, shortened reporting cycles and accelerated decision-making, and it integrated multiple data sources to give leaders a single view of talent supply and demand. Efficient data intake processes enabled human resource business partners to access timely insights and act with greater consistency, reducing back-and-forth analysis and freeing HR professionals to focus on higher-value coaching and planning.

Partnering with Talent Acquisition and talent management teams, Askew launched real-time recruiting analytics, modernized performance tools for continuous feedback and mobile-first access and expanded personalized development paths — work that reduced turnaround times, expanded opportunities for skill development and career growth, strengthened readiness for current and future business needs and demonstrated the scalable impact of strategic talent analytics in the context of industry recognition for women in HR.

VP, Human Resources

LG Ad Solutions

Kathy Weir transforms HR to support rapid global growth

Joining during a key expansion of LG Ad Solutions, Kathy Weir rebuilt the HR function from the ground up, recruiting a compact leadership team, defining modern policies and programs and establishing governance that positioned HR as a strategic business partner. To modernize HR technology and daily workflows, Weir updated the HRIS and rebooted the applicant tracking system, then selected integrated tools for leave management, mental wellness, ethics reporting, compliance training, AI scheduling and performance management to reduce manual work and improve data accuracy.

The new tech stack automated routine tasks and enabled consistent reporting, freeing managers to focus on development and decision-making while improving manager effectiveness and speeding response to employee needs. Leading the company’s first global engagement survey, Weir secured a 73% participation rate and used the findings as a clear baseline for employee sentiment that informed priorities and targeted programs.

After the survey, Weir secured funding for foundational training for managers and individual contributors, launched initiatives that strengthened manager coaching and career ownership and redesigned performance reviews to reward values-based behavior with a development-oriented scale of Learner, Practitioner, Advocate and Catalyst. Recognizing that sponsorship once relied on spreadsheets, Weir partnered with internal and external legal counsel to codify a Global Talent Mobility policy that clarified sponsorship guidelines, protected employees and the company and scaled relocation support to Argentina, Australia, Brazil, Mexico and the U.K.

The combined emphasis on systems, policy and learning strengthened manager capability, clarified career pathways and improved operational consistency and created new HR policies that provide clearer expectations and support for the company’s expanding global workforce. Across all efforts, Weir bridged employee voices and the executive team, ensuring feedback drove action and helping the company evolve into a more connected, resilient and high-performing workplace community.

Executive Vice President and Head of Human Resources

Amerant Bank

Maria Gonzalez leads talent transformation as Amerant scales regionally

A talent-led transformation anchored Amerant’s shift from a community institution to a regional financial services firm, driven by the need to hire specialized roles, integrate new lines of business, and align the people strategy with growth milestones. Maria Gonzalez designed and implemented a recruitment framework that attracted senior leaders, technologists and commercial bankers, standardized candidate assessment and prioritized cultural fit to ensure new hires could contribute quickly to strategic initiatives. Gonzalez combined operational rigor with a human-centered approach to redesign onboarding, reduce role overlap and accelerate integration so new teams met performance targets sooner.

Managers reported improved retention and clearer career pathways, talent leaders reported smoother succession planning and business leaders noted faster time to productivity for critical roles. Employees credited a culture of integrity, collaboration and forward-looking leadership with reducing internal friction and enabling the bank to execute strategic priorities with greater speed and confidence.

The result: a tighter linkage between people investments and financial outcomes, stronger bench strength for critical functions and a living playbook for scaling talent during the bank’s next phase of growth. Gonzalez earned SHRM-SCP certification and used the credential to refresh policies, training curricula and talent metrics, signaling a personal commitment to continuous learning that set a model for managers across the bank. Gonzalez championed employee resource groups and launched the Money Mini Camp Series to expand mentoring, career planning and technical skill building while creating formal pathways for advancement.

Boards and senior leaders now rely on the talent roadmap Gonzalez established. Gonzalez partnered with business units to align headcount with market opportunity, introduced role-based training tied to revenue objectives and instituted quarterly reviews to recalibrate hiring plans with changing business needs.

Founder & CEO

Grokker

Lorna Borenstein leads a tech-forward, human-centered shift in workplace wellbeing

Grokker delivers on-demand wellbeing content across physical, emotional, and financial health to employees, anywhere, anytime, on any device, and it reflects a human-centered approach led by Lorna Borenstein that emphasizes access, relevance, and measurable results, and supports multiple languages and offline syncing for distributed teams.

Borenstein is a published author and expert on employee wellbeing and directs strategy toward personalized health journeys that account for culture, life stage and chronic conditions, prioritizing evidence-based interventions and outcome tracking.

In September 2024, Borenstein launched GrokkyAi, an AI-powered conversational benefits agent that untangles benefits confusion by understanding natural language, mapping an employer’s full offerings and guiding employees to practical next steps tailored to each need and reduces confusion at enrollment, at point of care and during leave transitions.

The agent integrates with employers’ benefits programs, tech platforms and policies, connects benefits and vendor systems to present unified guidance and analyzes user profiles to deliver immediate, actionable recommendations and surfaces eligibility, cost estimates and provider options in one place.

An employee can type “I have back pain” and receive a targeted video demonstrating specific back stretches, a tailored back pain relief program and/or direct access to a specialized benefit for musculoskeletal conditions, while the interaction preserves privacy, reduces barriers to care and suggests low-cost pathways before recommending clinical escalation.

Between November 2024 and April 2025, GrokkyAi resolved nearly 10,000 health-related questions that would otherwise go unanswered or escalate to costly clinical benefits channels, reducing delay in care and lowering administrative burden. Documented employer feedback showed quicker resolution and fewer calls to benefits teams.

The tool shortened time to guidance and increased engagement, freeing HR teams to spend less time on triage and more time on strategic workforce planning, program design and outcome measurement and supported pilot employers in reclaiming HR hours and improving program ROI.

Borenstein uses anonymized wellness data to refine benefits design and tailor communications for segments with low uptake, enabling employers to target resources, improve accessibility and inform benefit negotiations, vendor selection and tailored wellbeing campaigns.

Her work connects individual wellbeing to business performance — improving retention, productivity and healthier outcomes across diverse workforces and it sets a practical example for integrating AI to advance employee health and organizational goals.

Chief Human Resources Officer, SVP

Designer Brands Inc.

Amy Jo Donohew strengthens retention and belonging at Designer Brands

Amid industry disruption in 2024, Designer Brands navigated restructuring while Amy Jo Donohew led HR strategy focused on sustaining the workforce, aligning operations, people practices and leadership priorities to protect jobs, preserve service levels and safeguard customer experience. Those efforts included preserving hybrid and flexible work options, expanding benefits and access to wellbeing resources and creating leadership toolkits to standardize communication and support for frontline associates, tailored by role.

The company has recorded some of its highest retention rates in nearly two decades, reversing typical turnover trends during periods of restructuring and economic pressure. Those outcomes reflect Donohew’s pairing of clear communication with robust coaching, succession planning and career pathways that moved thousands of hourly and salaried associates into clearer roles, longer tenures and strengthened internal mobility programs.

Leadership talks and executive advising increased transparency, gave associates direct exposure to senior leaders and created forums for real-time feedback on policies and store-level challenges. Those forums, combined with steady participation in business and community interest groups, expanded voice and belonging across stores, distribution centers and corporate offices.

In 2024, the Designer Brands Foundation took shape under Donohew’s oversight with defined mission pillars, a launch strategy and partnership plans that tied philanthropic action to employee engagement. The initiative linked corporate philanthropy to operations, complemented board service with Soles4Souls and translated giving into hands-on work in communities, and matched employee volunteering with corporate giving, including mission trips to Honduras.

Outside the company, chairing the board of Dreams on Horseback extended equine therapy services for children with disabilities and veterans re-entering civilian life and amplified volunteer opportunities for employees. That combination of employee-first HR, deliberate talent development and sustained community engagement produced measurable stability, deeper engagement and a stronger culture that prepares the business for future uncertainty and supports readiness for hiring cycles and succession planning ahead.

Chief People Officer

DriveTime Family of Brands

Robyn Jordan reshapes people strategy to deepen belonging and development

DriveTime navigated rapid growth, hybrid work shifts and a need to strengthen connections across front-line and corporate roles while sustaining service levels and hiring at scale. Robyn Jordan restructured the people organization to elevate employee engagement, communications and office operations as core disciplines for a 5,000-employee workforce, aligning structure to the full employee lifecycle from recruitment and onboarding to leadership development and succession planning.

The team rolled out targeted leadership programs, peer mentoring and feedback-culture workshops under Jordan’s direction to equip managers with the practical skills, tools and coaching templates they need to lead with empathy and accountability. Managers reported clearer expectations, faster decision-making and greater confidence in coaching talent, which strengthened internal mobility, reduced time to promote and improved cross-functional collaboration.

Community initiatives expanded through Give for Good, where volunteer participation rose, and employees engaged talents ranging from vehicle repair to mentorship in school programs. Jordan led a year-long collaboration with Girl Gang Garage and female technicians to rebuild and donate a fully restored minivan to Maggie’s Place, directly connecting the company’s expertise to local needs and generating high visibility among community partners. Recruiting and onboarding processes received updates to improve first impressions and to accelerate time to productivity for new hires across retail, service and corporate roles.

These programs improved employee satisfaction, retention and internal mobility while preserving a people-first culture during market shifts and rapid hiring, and they maintained clear alignment between people priorities and operational goals. Jordan maintains an open-door approach, advocates for doing right by people and continues to translate culture into measurable business outcomes through targeted investments in development, communications and manager enablement. Business leaders credit Jordan’s approach with more consistent execution across channels, stronger team morale during peak cycles, clearer succession pipelines and faster alignment between people initiatives and revenue goals, which positions the company to scale while protecting the culture that drives customer service.

Senior HR Business Partner

R&R Partners

Kristin Kulas drives inclusive wellness and culture initiatives

A summer Walk It Out wellness challenge at R&R Partners tackled isolation among remote staff by combining daily steps with social sharing, friendly conversations and/or team-building activities to create brief, frequent touchpoints that normalized small wellbeing habits, kept colleagues connected and offered incentives tailored to participation preferences.

Under Kristin Kulas’s leadership, organizers added progressive levels, moved the initiative to a more suitable platform and/or restructured team formation to improve accessibility, fairness and sustained engagement across departments and time zones, and they simplified reporting for administrators. Kulas also widened participation pathways so employees who could not walk could track water intake, submit team names, design logos and/or engage through the app, ensuring multiple entry points and preserving inclusion for caregivers, hybrid workers and employees with disabilities.

More than 200 employees joined from across the country, strengthening cross-team relationships, raising attendance at connected programs and/or increasing informal peer mentoring, and producing measurable upticks in morale and voluntary cross-functional collaboration.

The same iterative process guided Kulas’s approach to broader culture programs, from EmpoweRRing Women panel discussions that opened candid dialogue between managers and leadership on women’s experiences to a virtual book club that kept remote staff connected and reflective, and those conversations fed into policy discussions. Kulas’s co-management of the Foundation translated values into action through a Women’s History Month book drive, a school supply collection and/or tailored volunteer opportunities that accommodated both in-person and remote participants, and it expanded local community partnerships.

Because of Kulas’s daily presence as a senior HR business partner, initiative promotion becomes efficient and credible, managers adopt practices more readily, and sign-up friction falls. Kulas’s consistent emphasis on rapport, clear execution and measurable inclusion strengthened teamwork, wellbeing and a sense of personal agency across the agency and positioned these programs for scale and sustained impact in the year ahead.

VP, People and Communities

Cisco Systems, Inc.

Megan Bazan redefines leadership and accountability across a global enterprise

A cross-functional transformation recast leadership, accountability and performance as everyday behaviors at Cisco, replacing checkbox compliance with clear expectations and a common language for decision-making, development and recognition. Bazan designed and led the initiative to translate guiding principles into measurable leader behaviors, frameworks and enterprise rituals that managers use in coaching, talent reviews and succession planning.

To build consensus, Megan Bazan convened Learning and Development, Leader Development and Talent Management into a unified team and guided six months of stakeholder sessions that surfaced differing perspectives, aligned priorities and mapped practical steps for rollout. Bazan led ELT listening forums, gathered input and built consensus to secure leadership buy-in and clear sponsorship for piloting new leader expectations across business units.

The principles moved from words to business practice when Bazan embedded them into performance and rewards, internal recognition and talent assessments so that evaluation, promotion and compensation conversations reference the same criteria. Bazan aligned metrics and accountability to ensure development, recognition and promotion decisions reflect shared values and to shift the organization from episodic feedback to continuous behavioral measurement that supports durable business growth.

Colleagues describe Bazan as a coach who brings clarity, calm and strategic focus, who sets high standards with empathy, and who reframes mistakes as learning opportunities that accelerate capability building. Stakeholders report improved clarity in leadership decisions, faster talent calibration cycles, stronger alignment between business priorities and people plans and clearer development pathways for high-potential employees as managers apply the principles in day-to-day conversations, talent reviews and succession planning.

Bazan continues to iterate on pilot learnings, scale coaching resources and partner with business leaders to embed the practices in new market initiatives and leadership onboarding so the shift endures beyond any single program or fiscal year. The result is a more connected, accountable workforce for more than 100,000 employees and a leadership model that prepares the next generation of leaders to make principled choices that sustain performance, talent and long-term value.

Vice President of People & Culture

Britebound™ (formerly American Student Assistance®)

Robin Gilbert transforms people strategy into mission delivery

Across healthcare, social services, research and education, Robin M. Gilbert repositioned HR from a transactional function to a strategic engine by aligning people strategy with mission priorities, redesigning leadership practices and embedding accountability into operations. Gilbert partnered with CEOs, boards and senior teams to translate talent investments into measurable business outcomes and to strengthen organizational resilience.

By building high-performing teams, implementing modern HR systems and standardizing performance measures, Gilbert drove consistency, transparency and faster decision-making across complex operations. Those efforts prevented $5.4 million in fines at one organization and freed resources to invest in program delivery and staff development.

In her role at American Student Assistance, Gilbert designed a comprehensive people strategy and roadmap that tied recruitment, development and evaluation to mission outcomes and increased staff alignment to student-focused goals. Across other roles, Gilbert centralized recruitment, cut recruitment cycles and saved recruitment costs while guiding complex integrations, embedding DEI strategies and coaching executives through change.

Leaders describe Gilbert as a trusted coach and strategist who developed mentorship programs, built leadership pipelines and strengthened accountability across teams. Those changes left organizations more resilient, more equitable and better positioned to scale their impact, and they established people strategy as a core driver of mission delivery and long-term sustainability.

To institutionalize change, Gilbert created measurement systems and reporting that linked talent investments, training, DEI initiatives and leadership development to program results, financial stewardship and community outcomes, enabling executives and boards to make decisions grounded in people data. As a result, organizations under Gilbert’s influence reported stronger leadership pipelines, higher staff engagement, fewer compliance risks and redirected funds into mission programs, reinforcing the link between strategic people work and measurable organizational performance.

Associate EmPact Manager

Ahold Delhaize USA

Valencia Hill reshapes associate experience through network-led programs

Across Ahold Delhaize USA, associate engagement felt fragmented and opportunities for meaningful connection varied by location and role. Valencia Hill designed a unified approach that centers associate-led networks, structured recognition and targeted learning to rebuild connection, raise visibility of underrepresented voices and strengthen day-to-day inclusion.

To expand connection, Hill launched the EmPact Networks to foster open communication, mentorship and cross-functional networking across nine focus areas tailored to different identities, interests and career stages. The networks include more than 850 members and deliver career workshops, cultural programming, psychological safety dialogues and ongoing leadership opportunities that translate to measurable development plans and clearer promotion pathways.

To celebrate leaders, Hill designed and produced an inaugural recognition ceremony that honored volunteer leaders, shared best practices and spotlighted programs that drive engagement and retention. Network leaders organized interactive activities and career sessions that increased event attendance, encouraged cross-company mentorship and modeled inclusive practices for frontline and corporate associates alike, creating visible examples for managers.

The calendar also included the company’s first in-person professional development summit, featuring guest speakers, fireside chats and interactive activities to teach practical skills, foster peer networks and inspire new internal initiatives. Hill built partnerships with North Carolina A&T State University and the University of North Carolina at Pembroke, supported career-readiness workshops and helped refresh recruitment strategies to bring diverse early talent into the hiring pipeline and strengthen campus relationships.

These efforts raised the company’s internal visibility, deepened associate belonging and positioned the organization to sustain inclusive growth by embedding employee voice into talent and engagement strategies. Leaders across the business now replicate successful network activities in local markets and integrate associate feedback into policy, training and succession planning.

SVP, Human Resources, North America Operations

Schneider Electric

Mai Lan Nguyen reshapes hybrid work and talent strategy at Schneider Electric North America

Leading a strategic overhaul of HR during rapid electrification and digitalization at Schneider Electric North America, Mai Lan Nguyen organized work around workforce development, inclusive talent acquisition and cultural resilience to align people strategy with changing business needs.

Nguyen designed and implemented the Return to People hybrid work framework — grounded in flexibility, connection and trust — which employees embraced, with 83% expressing a preference for hybrid work and adoption that strengthened collaboration and team cohesion across Canada, the U.S. and Mexico.

Nguyen launched programs that expanded flexibility and development opportunities. Nguyen introduced the Recharge Break, the Voluntary Part-Time Program and the Open Talent Market to enable sabbaticals, support life transitions and deliver AI-powered upskilling and reskilling, reducing voluntary turnover and improving retention.

Nguyen dismantled silos with the One Team initiative and equipped leaders with toolkits and behavior-based guidance to drive cross-functional alignment, speed to market and talent readiness. Nguyen also stewarded a monthly HR Council that became a strategic nerve center and a forum for inclusive decision-making, which accelerated initiatives across HR functions.

Nguyen expanded veteran hiring through partnerships such as the Department of Defense SkillBridge to create clear pathways from fellowships to long-term employment and to strengthen the talent pipeline with military skills and leadership experience. Nguyen tracked engagement and operational metrics and adapted programs based on regional feedback to lift employee experience, accelerate speed to market and improve customer satisfaction through better aligned talent and clearer decision rights. Leaders credit the HR Council with speeding decisions, scaling pilots and embedding shared accountability, and employees point to greater connection, career mobility and flexibility as reasons they remain engaged and productive.

Senior Vice President, People

Entrada Therapeutics

Kerry Robert builds inclusive systems that scale culture

At Entrada, Kerry Robert leads talent and organizational strategy to support rapid growth, define a people-first culture and build HR systems that translate values into daily practice across recruitment, performance and employee experience, anchored in clear metrics and leadership accountability.

Robert established guiding principles and transparent strategic frameworks that align policies, programs and practices with fairness, clarity and long-term impact and implemented regular feedback loops, including pulse surveys and representative interviews, to keep systems responsive to employee needs.

Across the company, Robert launched employee resource groups, encouraged team-led cultural and volunteer events and partnered with community organizations, including Boston While Black, Latinos in Bio and Life Science Cares, to expand representation and career pathways for underrepresented professionals.

Robert reformed hiring practices with bias-resistant approaches, introducing standard rubrics, balanced interview panels, and structured debriefs to reduce subjectivity, improve equity and strengthen the candidate experience.

To scale operations, Robert built an enhanced 90-day onboarding program that preserves Entrada’s cultural pillars of belonging, contribution and growth as the company expands and includes role-specific learning plans, manager checkpoints and peer mentoring to accelerate integration.

Robert increased pay transparency by posting ranges and publishing clear explanations of compensation decisions, partnered with a gender equity consulting firm to review our policies and code of conduct, plus expanded gender-inclusive parental leave and gender-affirming health care.

To build trust, Robert shared full datasets and trends with employees, clarified how performance and skill development link to pay and shared visible career maps so individuals understand pathways to advancement.

By aligning values with strategy and embedding belonging into every process, Robert strengthened retention, improved trust and sustained a culture where diverse voices contribute to innovation and employees see how their contributions translate to opportunity.

Director Human Resources, HRBP – Branded Services

AMP (Advantage Marketing Partners)

Mary Wenlock leads cultural integration and recognition at AMP

During a three-year integration from 2022 to 2024, Mary Wenlock led the complex unification of five legacy agencies into a single operating model and then guided the subsequent merger that combined AUC and Amp Agency into AMP (Advantage Marketing Partners), mapping cultural differences, rebuilding onboarding, creating shared rituals, and designing a framework that honored distinct identities while aligning values across creative, technical and logistics teams.

The framework translated into repeatable practices — including 9-box calibration, compensation planning and succession planning — when Wenlock mobilized leaders to adopt new routines that embedded talent development into everyday leadership processes, strengthened decision-making at the business-unit level and reduced fragmentation between teams.

The monthly “Hearts and Carts” recognition program that Wenlock created established consistent touchpoints, celebrated individual contributions, linked monthly awards to an annual capstone and normalized appreciation through routine celebrations of milestones, birthdays and anniversaries so recognition became both immediate and aspirational.

Through coaching senior leaders and people managers, Wenlock created a multiplier effect that shifted responsibility for culture from a central function to frontline leaders, tied career pathing and performance conversations to development outcomes, and increased managers’ confidence in succession and retention discussions.

As culture sponsor for the 500-plus-employee agency, Wenlock supported Design to Win efforts, stabilized leadership and employee morale during a challenging market year, and aligned DTC and supply chain operations with people strategies to preserve client delivery and operational continuity.

Those actions produced measurable continuity in engagement and leadership capacity during rapid change, established scalable tools and governance to sustain cultural excellence beyond any single initiative and positioned the organization to maintain high performance as it moves into the next era.

Business Partner Manager

hubley

Darian Graivshark redefines HR through operational rigor and people focus

Facing early turnover and fragmented HR operations in 2024, hubley needed a cohesive people strategy to connect hiring, onboarding and retention to business outcomes across departments and to reduce manager time on administrative tasks. Darian Graivshark redesigned the employee lifecycle, introduced a probationary period at the start of 2025 and positioned screening and onboarding to improve cultural and performance fit while returning managers to strategic work.

To streamline hiring, Graivshark led initial candidate screening, standardized offer letters and professionalized onboarding to create consistent first days and to cut fragmented handoffs between recruiters and managers. Graivshark also centralized salary tracking in Ease Benefits Administration, adding date stamps and a view of prior pay to speed decisions and to reduce compensation disputes.

On the financial side, Graivshark revised invoice categorizations and billing verbiage to improve clarity and to enable tighter budget control across projects and vendors. Those changes contributed to sharper cost management, including a 45.36% decrease in office expenses in 2025, while tighter payment policies reduced processing lag and improved cash flow.

Across teams, Graivshark partnered with QA and Consulting to launch Client Connect and ExpenseHub and to update PTO systems so employees can see availability and request specific hours.

Graivshark champions wellbeing by promoting the employer EAP and by securing leadership approval for a Vitality program that will add challenges, points and rewards to boost participation and morale. Managers report faster onboarding, clearer salary history and less administrative burden, staff attendance at monthly events has increased, and Graivshark continues professional development in HR and compliance to sustain gains and to support scaling.

This blend of process rigor, cross-functional collaboration and people advocacy reduced cost and administrative overhead, improved employee experience and increased operational visibility and positioned the company to scale responsibly into new markets and client segments and to sustain long-term growth.

Talent Acquisition Partner

AMC Networks

Olivia Hanks reshapes talent strategy and early-career pipeline

To overhaul talent operations across AMC Networks’ United States operations, Olivia Hanks redesigned job requisition approvals, recruiter assignments and hiring workflows to centralize decisions, reduce time-to-fill, increase hiring manager satisfaction and improve candidate experience. Hanks paired process changes with new Workday dashboards and reports that preserve data integrity and give HR business partners, finance and senior leadership timely, actionable insight on hiring trends, headcount planning, retention and turnover, enabling faster, data-backed decisions.

Most recently, Hanks planned and executed a comprehensive summer internship program, creating a dynamic curriculum, establishing external partnerships with universities and industry groups, planning immersive events and managing onboarding to strengthen the early-career pipeline and enhance the employer brand among soon-to-be college graduates. The internship effort elevated candidate engagement, fostered cross-functional mentorship, built clear pathways to internal mobility, and positioned the company favorably with campus networks and hiring managers seeking diverse, ready-to-work talent for entry-level openings.

Alongside program work, Hanks supported the implementation of a managed service provider model to standardize contingent workforce onboarding and management across departments, increase visibility into supplier performance, improve compliance and drive measurable cost efficiency in the company’s use of temporary labor. Hanks also mentored talent acquisition colleagues, coached recruiters on sourcing, interviewing and offer negotiation best practices and oversaw training that increased team consistency, capability and confidence across all levels of hiring and candidate assessment. Hanks partners cross-functionally with compensation, finance and business leaders to align offers, workforce planning and internal moves, and Hanks provides the analysis and reporting on headcount, retention and turnover that informs strategic workforce decisions and budget planning.

Colleagues praised Hanks’s external engagement and teaching, noting a She Runs It session on standing out in the job search drew glowing feedback and prompted a sales vice president to say, “The ladies loved it and got so much out of the hour.”

Congratulations to Ragan’s 2026 Top Women in HR Awards Honorees!

WINNERS

Bridge Builders

Chief People Officers

CHROs of the Year

Directors of the Year

Dynamic Do-ers

Employee Engagement Leaders

Financial Wellness, Rewards & Benefits Leaders

HR Communicators of the Year

Learning & Development Leaders

Strategists

Talent Acquisition & Retention Leaders

Wellbeing Leaders

Workplace Culture Leaders

Rising Stars

Additional Awards