Scaling companies create huge opportunities for People and Culture leaders – but they also create real challenges.
To operate at this level, your role needs to move far beyond traditional HR. You need to spend real time with the top team, deeply partnering with the Founder CEO and your executive peers, and holding your own with the Board.
The work quickly becomes about influence, alignment and change. Navigating relationship dynamics, helping leaders move together at pace, and shaping an organisation that can evolve as fast as the business.
Increasingly, this also means helping the business shift towards an AI-first mindset and capability – rethinking how work gets done, how teams make decisions, and the skills the organisation will need next.
You need one eye on today – and the other firmly on how the organisation scales for tomorrow.
It’s demanding work. But it’s also deeply meaningful. Few roles give you the chance to shape the trajectory of a company so directly.
I support People Leaders to step into that influence – to find their good power – working alongside the Founder CEO as a true co-pilot, helping build the plane while flying it.
Having lived this journey myself, I can share not only the tools that accelerate impact, but also the critical relationships that shape scaling companies – the “G3” and “C2”.
As a mentor, Caroline offered wise advice I could leverage and apply to our unique scaling opportunities. The simplicity of some of her tried and tested concepts were easy to digest and apply in practice. My personal favourite is Grit and Grace, it will always stay with me.
VP People, B2B SaaS, Series A, NYC
