47 Senior People Leaders at Major Employers, USA.

People leaders at major employers shape the everyday experience of work at remarkable scale. Their decisions touch hiring, leadership, culture, capability, belonging and the way an organisation responds when its context changes.

This article brings together 47 current senior people leaders across technology, retail, finance, health, transport, manufacturing, media and professional services. Each person offers a different view of how people work connects with business purpose.

The list reflects the current public roles available for this edition. Last updated: August 2026.

Why senior people leaders matter.

Senior people leaders work at the point where organisational purpose meets everyday experience. They help leaders make good decisions about capability, culture, structure and the conditions people need to contribute well.

The role is broad because the organisations are broad. A people leader may be thinking about frontline work, specialist talent, leadership succession, belonging, learning and a changing labour market at the same time. The strongest work makes those pieces easier for people to understand and act on.

1. Amy Coleman.

Executive Vice President and Chief People Officer, Microsoft.

Amy Coleman leads Microsoft’s people work as Executive Vice President and Chief People Officer, linking people strategy with a global technology business.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

2. Donna Morris.

Executive Vice President and Chief People Officer, Walmart.

Walmart’s leadership profile describes Donna Morris as responsible for the company’s people work across a large, distributed workforce.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

3. Nickle LaMoreaux.

Chief Human Resources Officer, IBM.

IBM’s executive biography identifies Nickle LaMoreaux as Chief Human Resources Officer and highlights her work across IBM’s global workforce.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

4. Gloria Chen.

Chief People Officer, Adobe.

Adobe’s leader profile identifies Gloria Chen as the executive responsible for the company’s people organisation and employee experience.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

5. Francine Katsoudas.

Executive Vice President and Chief People, Policy and Purpose Officer, Cisco.

Cisco’s executive biography describes Francine Katsoudas as combining people leadership with policy and purpose across the company.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

6. Jacqui Canney.

Chief People and AI Enablement Officer, ServiceNow.

Jacqui Canney leads ServiceNow’s people strategy and AI enablement, bringing talent decisions close to the way work is changing inside a technology company.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

7. Ashley Goldsmith.

Chief People Officer, Workday.

Workday’s leadership page identifies Ashley Goldsmith as Chief People Officer at a company focused on the future of work.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

8. Tapaswee Chandele.

Executive Vice President and Global Chief People Officer, The Coca-Cola Company.

Tapaswee Chandele is Executive Vice President and Global Chief People Officer for The Coca-Cola Company, leading people strategy across a worldwide system.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

9. Becky Schmitt.

Chief People Officer, PepsiCo.

PepsiCo’s official announcement identifies Becky Schmitt in the company’s senior people leadership succession.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

10. Melissa Kremer.

Chief Human Resources Officer, Target.

Target’s leadership profile identifies Melissa Kremer as Chief Human Resources Officer for the national retail organisation.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

11. Sara Kelly.

Executive Vice President, Chief Partner Officer, Starbucks.

Sara Kelly is Starbucks’ Executive Vice President and Chief Partner Officer, with responsibility for the people experience Starbucks calls its partner experience.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

12. Laura Fuentes.

Chief Human Resources Officer, Hilton.

Hilton’s biography identifies Laura Fuentes as Chief Human Resources Officer for a global hospitality workforce.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

13. Ty Breland.

Executive Vice President and Chief Human Resources Officer, Marriott International.

Marriott’s executive page identifies Ty Breland as Executive Vice President and Chief Human Resources Officer.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

14. Robin Leopold.

Global Head of Human Resources, JPMorganChase.

JPMorganChase’s leadership page identifies Robin Leopold as Global Head of Human Resources across the banking group.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

15. Sheri Bronstein.

Chief Human Resources Officer, Bank of America.

Bank of America’s executive biography identifies Sheri Bronstein as Chief Human Resources Officer for the company.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

16. Bei Ling.

Executive Vice President and Chief Human Resources Officer, Wells Fargo.

Wells Fargo’s governance page identifies Bei Ling as Executive Vice President and Chief Human Resources Officer.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

17. Heidi Capozzi.

Executive Vice President and Chief People Officer, CVS Health.

CVS Health’s leadership page identifies Heidi Capozzi as Chief People Officer for a large health services workforce.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

18. Greg Holmes.

Chief People Officer, Kaiser Permanente.

Kaiser Permanente’s national leadership page identifies Greg Holmes as Chief People Officer in an integrated health system.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

19. Michelle O'Hara.

Chief People Officer, Humana.

Humana’s announcement identifies Michelle O’Hara as Chief Human Resources Officer and describes the role in a health care context.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

20. Betty Larson.

Executive Vice President and Chief Human Resources Officer, Merck.

Merck’s current annual filing identifies Betty Larson in senior people leadership for the global pharmaceutical company.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

21. Nathalie Scardino.

Chief People Officer, Salesforce.

Salesforce’s official profile identifies Nathalie Scardino as Chief People Officer and part of the company’s leadership team.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

22. Beth Galetti.

Senior Vice President, People Experience and Technology, Amazon.

Amazon’s official team page identifies Beth Galetti as the senior leader for People Experience and Technology.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

23. Doniel Sutton.

Chief People Officer, Pinterest.

Pinterest’s leadership page identifies Doniel Sutton as Chief People Officer for the visual discovery platform.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

24. Deirdre O'Brien.

Senior Vice President, Retail People, Apple.

Apple’s leadership profile identifies Deirdre O’Brien as the executive leading retail and people work across Apple’s stores.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

25. Arden Hoffman.

Executive Vice President and Chief People Officer, General Motors.

General Motors’ leadership page identifies Arden Hoffman as the company’s senior people executive.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

26. Allison Ausband.

Executive Vice President and Chief People Officer, Delta Air Lines.

Delta’s leader biographies identify Allison Ausband as Executive Vice President and Chief People Officer.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

27. Uma Amuluru.

Chief People Officer, Boeing.

Boeing’s official biography identifies Uma Amuluru as Chief People Officer for the aerospace company.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

28. Tracy Brightman.

Executive Vice President and Chief People Officer, FedEx.

FedEx’s leadership page identifies Tracy Brightman as Executive Vice President and Chief People Officer.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

29. Cole Brown.

Chief People Officer, American Airlines.

American Airlines’ leadership biography identifies Cole Brown as Chief People Officer for the airline group.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

30. Darrell Ford.

Executive Vice President and Chief Human Resources Officer, UPS.

UPS’ leadership profile identifies Darrell Ford as Executive Vice President and Chief Human Resources Officer.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

31. Kristen Mulholland.

Executive Vice President and Chief Human Resources Officer, Johnson & Johnson.

Johnson & Johnson’s leadership page identifies Kristen Mulholland as Executive Vice President and Chief Human Resources Officer.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

32. Payal Sahni Becher.

Chief Human Resources Officer, Pfizer.

Pfizer’s executive profile identifies Payal Sahni Becher as Chief Human Resources Officer for the biopharmaceutical company.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

33. Treasure Heinle.

Chief Talent Officer, Nike.

Nike’s people profile identifies Treasure Heinle as Chief Talent Officer, connecting talent leadership with a global consumer brand.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

34. Bala Purushothaman.

Chief Human Resources Officer, Procter & Gamble.

Procter & Gamble’s leadership team identifies Bala Purushothaman as Chief Human Resources Officer.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

35. Sara Wechter.

Head of Human Resources, Citi.

Citi’s leadership page identifies Sara Wechter as Head of Human Resources for the global bank.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

36. Susan Muigai.

Chief Human Resources Officer, Mastercard.

Mastercard’s executive biography identifies Susan Muigai as Chief Human Resources Officer for the payments network.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

37. Samantha Hammock.

Executive Vice President and Chief Human Resources Officer, Verizon.

Verizon’s official profile identifies Samantha Hammock as Executive Vice President and Chief Human Resources Officer.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

38. Sonia Coleman.

Chief Human Resources Officer, The Walt Disney Company.

The Walt Disney Company’s leadership page identifies Sonia Coleman as Chief Human Resources Officer.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

39. Paul Boland.

Chief Human Resources Officer, ADP.

ADP’s leadership profile identifies Paul Boland as Chief Human Resources Officer at a company that helps other organisations manage work.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

40. Tiffanie Boyd.

Executive Vice President, Global Chief People Officer, McDonald’s.

Tiffanie Boyd is McDonald’s Executive Vice President and Global Chief People Officer, leading people work across the company’s worldwide system.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

41. Pat Myers.

Chief People Officer, McDonald’s USA, McDonald’s.

McDonald’s official story welcomes Pat Myers as Chief People Officer for the US business.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

42. Janice Dupré.

Chief People Officer, Lowe’s.

Lowe’s leadership page identifies Janice Dupré as a senior people leader for the home improvement retailer.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

43. Kate Clifford.

Chief Leadership and Human Resources Officer, Accenture.

Accenture’s leadership page identifies Kate Clifford as Chief Leadership and Human Resources Officer.

The role sits close to the practical details of work. It turns broad ambitions about culture into decisions about people, structure, leadership and learning.

44. Aparna Bawa.

Executive Vice President and Chief Legal and People Officer, Intel.

Intel’s official announcement identifies Aparna Bawa as Executive Vice President and Chief Legal and People Officer.

Large organisations need people systems that can keep up with their scale. These leaders help shape those systems while keeping the human experience visible.

45. Teuila Hanson.

Chief People Officer, LinkedIn.

LinkedIn’s official biography identifies Teuila Hanson as Chief People Officer for the professional network.

People leadership becomes visible in ordinary moments: who gets hired, how leaders are supported, how work changes and whether expectations are clear.

46. Eric Dozier.

Chief Human Resources Officer, Eli Lilly.

Eli Lilly’s leadership page identifies Eric Dozier as Chief Human Resources Officer for the pharmaceutical company.

The remit reaches beyond one programme. It connects hiring, leadership, capability and the everyday systems that help people do good work as an organisation grows.

47. Anna Lundström.

Chief Human Resources Officer, Spotify.

Spotify’s 2025 newsroom profile introduces Anna Lundström as its new Chief Human Resources Officer.

A people leader also helps make change understandable. Their choices influence what leaders expect, how teams grow and whether the workplace feels clear enough to do good work.

Related reading.

If you are developing the people around you, read leadership team development. For a practical lens on how leaders contribute different strengths, see Working Genius for leaders. You can also explore the senior leadership development programme.

A final thought.

The title may belong to one person, but people leadership is shared through the choices leaders make every day. The useful question is not only who owns the people function. It is how every leader helps people understand the work, grow in it and do it well.

If you are building an organisation people would move cities to work at, I help leadership teams turn good intentions into practical habits people can use on Monday morning.