Chelsea Williams is a dynamic People and Human Resources (HR) leader with over a decade of experience orchestrating organizational growth, and expertly guiding teams through periods of complex transformation. Her impressive track record recently led her to Cordial, where she now serves as their VP of People and Culture, poised to shape a thriving employee experience.
Prior to Cordial, Williams honed her expertise as the leader of the People Experience team at Reachdesk, where she spearheaded impactful initiatives designed to support a vibrant and geographically diverse international workforce. Her strategic approach to people operations was further solidified during her tenure as Head of People at McD Tech Labs, an innovative AI hub dedicated to developing cutting-edge technologies for McDonald’s.
In each role, Williams has demonstrated a remarkable ability to not only scale organizations effectively but also to cultivate and nurture positive, high-performing cultures. Her passion lies in understanding the intricate relationship between people, culture, and business success, making her a key asset as a People leader.
Williams’s journey into the world of HR was, by her own admission, refreshingly unconventional. “My path to HR was anything but linear,” she explained to HR Daily Advisor. “I began my career in finance and strategy, where I gained a deep understanding of how businesses operate and grow.” This foundational experience proved invaluable as she later transitioned to a seed-stage startup. “There, I wore countless hats and found myself drawn to the challenges of scaling culture, hiring and retaining the right talent, and optimizing for a geographically dispersed team.”
This hands-on experience ignited profound curiosity. “I became fascinated with the question of how to design a company’s ‘operating system’ (OS) to build a healthy and high-achieving culture.” Driven by this intellectual pursuit, Chelsea pursued a master’s degree in organizational design, a pivotal step that laid the groundwork for her impactful and people-centric career in HR leadership.
In our latest Faces, meet Chelsea Williams.
Who is/was your biggest influence in the industry?
Two of my biggest influences are Aaron Dignan, author of Brave New Work, and Frederick Laloux, author of Reinventing Organizations. Both have profoundly shaped the way I think about organizations as living, complex systems. Dignan’s emphasis on designing adaptive, people-centered operating systems has inspired me to rethink how work gets done in the knowledge era. Laloux’s exploration of self-managing organizations highlighted the importance of intrinsic motivation and building resilience into the very fabric of how teams operate. Together, their philosophies have encouraged me to think beyond conventional HR practices and focus on building workplaces that can adapt to whatever the future has in store for us.
What’s your best mistake and what did you learn from it?
One of my bigger mistakes was waiting too long to take the plunge into the people function because I wasn’t sure I had the right credentials or experience. I was drawn to the challenges of building teams, designing culture, and solving organizational problems, but I kept holding back, thinking I needed more formal training or qualifications before I could succeed in the field. When I finally decided to make the shift, I realized how much of what I’d learned in other roles — like finance, strategy, and operations — was not only transferable but also gave me a unique perspective. That experience taught me that you don’t have to be 100% “ready” to pursue what excites you. Growth happens in the doing, and often the skills you bring from other disciplines are exactly what make you stand out.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite part of working in people/HR is the opportunity to make a meaningful impact on people’s lives. Given how much of our time is spent at work, building a positive and healthy work environment can transform not just someone’s day-to-day experience but also their overall well-being. There’s something incredibly fulfilling about creating spaces where people feel valued, supported, and empowered to thrive, especially when that trickles into their personal lives.
My least favorite part is the lingering perception that HR and people leaders don’t need to be involved in strategy and should instead “stay in their lane.” This outdated view holds the function back from realizing its full potential and limits its ability to drive meaningful business outcomes. It also discourages a more diverse pool of talent from pursuing HR roles because they don’t see the opportunity to influence strategy at the highest levels. To change this, I believe we need to continue demonstrating how people functions are critical to building adaptive, innovative organizations.
How can HR most effectively demonstrate its value to the leadership team?
HR leaders can most effectively demonstrate their value to the leadership team by gaining a deep understanding of the business model, the product, the industry, and the company’s strategic goals. HR should be able to discuss the product as proficiently as the product leader, the sales cycle as well as the CRO, and the challenges and opportunities in the market just like other functional leaders. This deep business acumen allows HR to integrate more meaningfully into strategic conversations and align talent strategy with the organization’s priorities. HR/people leadership should apply their unique people lens to solving business challenges and always leverage data (when available) to support decision-making.
Where do you see the industry heading in five years? Or are you seeing any current trends?
I see the HR industry becoming more connected to technology in two big ways. First, as AI takes over more routine tasks, HR will shift much more of its focus to decisions that tap into human creativity, problem-solving, and emotional intelligence. Second, as companies strive to operate as AI-native, HR will be key in helping shape a culture that embraces both AI and automation. This means supporting employees through the transition — reskilling them to work alongside AI, creating roles to manage AI outputs, and fostering a mindset of continuous learning. HR will play a crucial role in making sure employees feel equipped and motivated to thrive in an AI-driven world.
What are you most proud of?
Throughout my career, I’ve been fortunate to have had incredible mentors and advocates. These women and men helped shape my path, pushed me to grow, and advocated for me before I found my own voice. I try to do the same for others, especially for women looking to break into leadership roles, regardless of function. Hearing the news that they got the offer, nailed a tough conversation with their manager, or took the leap and applied for the VP role truly makes my day. This is what I am most proud of.
Do you have any advice for people entering the profession?
My biggest piece of advice for anyone entering the HR profession is to embrace the opportunity to learn from every experience, even if it’s outside of traditional HR functions. A diverse set of experiences can bring a unique perspective to HR and help you solve problems in creative ways. Don’t be afraid to take risks and make mistakes. Growth happens when you step outside your comfort zone and challenge yourself. Another key piece of advice is to be proactive in building relationships. HR is about people, and understanding the needs, motivations, and challenges of those you work with is crucial to being an effective leader. Take the time to listen, learn, and be genuinely curious about others.