Paul GregoryChief People and Culture OfficerSecuronix
During Paul Gregory’s first year as chief people and culture officer at Securonix, he worked to transform the organization’s culture. By defining Securonix’s global employee value proposition, focusing on transparency and trust at all levels of the organization, and driving the influx of executive hiring, Gregory was able to navigate a challenging business landscape, address attrition, and build a people and culture team to execute the organization’s key initiatives.
Lisa KingChief People OfficerMedeAnalytics
Lisa King, MedeAnalytics’ chief people officer, led the establishment of the company’s first pay-for-performance model, building the program to accommodate all team members and contractors across 35 states and eight countries. As part of this initiative, King utilized ADP’s technology to transform the company’s virtual workforce into a self-service environment, digitizing and improving access to information regarding global rewards, performance management, time and attendance, medical open enrollment, and retirement planning. By streamlining operations and investing in digital technology, King has improved engagement scores across the organization.
Lori KnowlesSVP and Chief Human Resources OfficerMemorial Hermann Health System
As senior vice president and chief human resources officer at Memorial Hermann Health System, Lori Knowles has transformed the organization’s approach to HR through the implementation of its “Well Together Human Capital Strategy.” This initiative, aimed at creating a healthy environment for healthcare workers and fostering a culture of compassion, involves shifting from traditional HR models to an employee-centric model, focusing on three key areas: culture, talent acquisition, and employee experience. The introduction of tuition payment support, childcare support, and enhanced mental health services for employees have led to measurable outcomes, including reduced turnover, improved retention, and less reliance on contract labor. Knowles’ focus on wellness benefits has resulted in high participation rates and increased employee satisfaction.
Jeff KruppCHROInotiv
Jeff Krupp, chief human resources officer at Inotiv, has been instrumental in driving change and addressing key human capital challenges impacting the organization. Krupp developed the company’s “One Inotiv” culture, which aims to energize the workforce, enhance DEI, and develop a strong talent pipeline. His efforts have led to the elimination of $2.5 million in annual costs and reduced time-to-hire rates. Under his leadership, Inotiv has increased representation of women and people of color by 5% to 55% and 30% respectively, reduced turnover to 2.5%, and established quarterly executive leadership human capital reviews to fuel the company’s talent pipeline and retain the top 2% of talent.
Deborah MaynardCHROCoast Mental Health
To enhance Coast Mental Health’s employer brand and boost its ability to attract and retain top talent within the competitive healthcare sector, CHRO Deborah Maynard has led initiatives aimed at capturing the attention of emerging talent. These include the implementation of a social media strategy highlighting the organization’s mission, employee stories, and career opportunities. She developed an EVP emphasizing the company’s impact on community mental health opportunities for growth, launched a “culture ambassador” program where employees represent the company at industry events, and created the “shadow a leader” program, where candidates can experience the company’s work environment firsthand. Under her leadership, Coast Mental Health has decreased time-to-hire rates by 50% and achieved an HR team engagement score of 95%.
Terilyn Juarez MonroeChief People OfficerGuardant Health
Since stepping into the role of chief people officer at Guardant Health, Terilyn Juarez Monroe has led the organization’s people function through a period of cultural shifts designed to modernize workforce practices and align HR with the company’s growth trajectory. Her initiatives, including the introduction of pay-for-performance management, a reimagination of HR services, and scalable hiring strategies, emphasize continuous measurement to drive progress. Her approach, informed by employee feedback and productivity metrics, focuses on areas like well-being, diversity, and performance. By grounding the company’s transformation in data and metrics, Monroe ensured that the outcomes were relevant and impactful.