It Is Not Operations vs HR

🗣️ Let’s talk about HR and the leadership table.

I hear and read a lot about HR not being respected, not being listened to, and being blamed when things fall apart. I’ve been there. I’ve felt that frustration too.

But here’s something I’ve learned along the way — sometimes, it’s not that HR doesn’t have a seat at the table. It’s that we’re speaking a different language than the rest of the table.

When I moved into HR leadership, I had an advantage: I’d spent a decade in operations.

📊 I could analyze a P&L.
📉 I understood margins.
📌 I could spot operational gaps and think strategically about business performance.

That experience built my credibility with the operations team. I spoke their language.

If we want to be heard…
If we want to make an impact…
If we want HR to be seen as strategic…

Then we need to learn the language of the business. Not just talk about people strategy — show how it impacts performance, margins, and results.

💡 I still lead with people. That’s my passion.
But I back it up with numbers, with data, with feasibility based on profit models. Because numbers aren’t negotiable — and that’s what speaks to leadership.

Is it tedious sometimes? Yes.
Frustrating? Also, yes.
But I wasn’t hired to stay in my lane. I was hired to make an impact.

If that means building bridges between people and performance — then that’s exactly what I’ll do.