Organizational Transitions: Why 'good enough' HR leadership wins.

“From an HR standpoint, our team was certainly still lean. The complement of the HR structure was very different than it is today. Like, our team looks— there's some still common members, but we were extremely lean and structured, as you would expect a private equity HR company.”

Highlights the significant structural shift HR undergoes during a company's transition from private equity to public.

“And how do you have people become more responsible in the way that they're thinking about company resources when you're private versus when you're public? So I think that was— and that's still a journey, right? Some people's perceptions of how you would work in a private company are very different than sometimes how you would work in a public company. And I always say that, for me, working in a private company, to some extent, not in my role, some employees or whatnot, folks might say, perhaps that's like living in a rental, right? ... And when you go public, it's like you're now a homeowner...”

This vivid analogy effectively captures the shift in mindset and ownership required from employees and leaders when a company transitions from private to public.

“Some advisement would be making sure that you, I say, ruthlessly prioritize that what you are working on within the constructs of those deals, that that, you know, the focused energies that you have are really on the levers that are either driving towards compliance or the most important for the business at the time.”

Emphasizes the critical need for strategic prioritization in high-stakes HR projects like IPOs or divestitures.

“I would say define what good enough is. Meaning, if you're going through transitions like that, whatever you're working on is going to have to be good enough at that time, but it's going to have to evolve. So I usually say don't waste time on perfect. Get to an 80/20 and know that it's going to evolve and be okay with that as long as it meets the briefs of the business.”

This practical advice advocates for pragmatic, iterative solutions over perfection during times of rapid organizational change.

“I also would say know when to say, I don't know. I'd said that a lot during the process. I don't know. We're going to have to be resourceful. We're going to get the best resources. I'm going to go find the information.”

Underscores the importance of humility and resourcefulness in HR leadership, especially when navigating unfamiliar challenges.