John Pichay is a force in the HR world, with over a decade of experience shaping thriving workplaces, primarily within the dynamic tech sector. As VP of People at Imgix, he’s not just overseeing HR; he’s orchestrating a global strategy designed to empower employees and drive innovation.
From talent acquisition and learning & development to DEI initiatives, organizational design, total rewards, employee relations, and even office management and physical security, he leads with a clear vision: to foster a positive, inclusive, and high-growth culture where people truly thrive. His impact is tangible, marked by spearheading the design and implementation of a company-wide performance review structure, impactful manager training programs, and highly competitive total rewards packages.
From Bank Floor to Tech Frontier
John’s career path is a testament to identifying passion and seizing opportunity. He started at Bank of America as a Financial Center Operations Manager, navigating the complexities of daily operations while completing his degree in 2015. It was during this time that he realized his true calling.
“I reached a point where I wanted to change careers and go back to school—I was looking for a new challenge,” John explained to HR Daily Advisor. He reflected on what truly energized him in his role: training, building culture, setting goals, having tough conversations, managing a team, and ensuring process and compliance. The feedback from customers, who often told him he had “the right personality for HR,” resonated deeply. This self-reflection, combined with external validation, illuminated the path to human resources.
His studies solidified this conviction. “While studying HR, I had a moment of clarity—I knew this was the career I wanted,” he recalls. His professors, many with experience in the burgeoning tech industry, further fueled his interest in the sector everyone wanted to join.
Breaking into tech HR wasn’t easy. “I won’t sugarcoat it—breaking into HR was tough,” Pichay admits, citing the challenge of landing even a phone interview without direct HR experience. But then, a pivotal moment: “Jenn, my former manager at Segment, took a chance on me—and the rest is history!”
He began his tech HR journey as an HR Coordinator at Segment, steadily advancing through roles as HR Generalist and HR Business Partner over four years. Two years as Senior HR Manager at the cryptocurrency company Metallicus honed his expertise further before he landed in his current impactful role at Imgix, where he has contributed for nearly three years.
Pichay’s story is a compelling example of how passion, perseverance, and a strategic embrace of new challenges can lead to profound impact in the world of people and culture.
In our latest Faces, meet John Pichay.
Who is/was your biggest influence in the industry?
I’d have to say my peers in the HR space. We all navigate different challenges and approach situations in unique ways, so learning from each other’s experiences and adapting those insights to fit my company’s needs helps drive the best outcomes. Thanks to the HR practitioners out there, I continue to learn something new every day!
What’s your best mistake and what did you learn from it?
One of the most valuable mistakes I’ve made in my career was making decisions solely to keep people happy rather than focusing on what was best for both the individual and the business.
Earlier in my career, I found myself prioritizing immediate employee satisfaction—whether it was approving exceptions to policies, delaying tough conversations, or over compromising in an effort to avoid conflict. At the time, I believed this approach was fostering a positive work environment. However, I quickly realized that people-first doesn’t always mean people-pleasing. In some cases, those short-term wins led to longer-term consequences—such as inconsistency in decision-making, unintended precedent-setting, and ultimately, a lack of trust in leadership.
What I learned is that HR’s role is not just to make people happy, it’s to build a culture that is fair, transparent, and sustainable. Sometimes, the right decision isn’t the most popular one, but it’s the one that earns long-term respect and credibility. Now, I approach every decision with a balance of empathy and business impact, ensuring that policies, processes, and leadership choices align with both employee experience and company goals.
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 about working in HR is that every day brings something new, it keeps me on my toes. Since we’re dealing with people, and people are constantly evolving with different needs, critical thinking is key in figuring out the best way to approach and solve challenges.
My least favorite part? Sometimes HR doesn’t have HR to turn to, especially if you’re a team of one or working with a leader who doesn’t fully understand the role of HR. The best way to navigate that is by building a strong network of peers—a group of people who understand the challenges, can relate to your experiences, and help you brainstorm solutions when you need them.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
I wouldn’t be in this role if I didn’t genuinely care about people and what’s best for both them and the company. When considering a new opportunity, HR often sets the tone for the company, starting with the interview process, ensuring candidates feel comfortable, and continuing through onboarding to help new hires integrate smoothly into their new work environment.
My goal is to create a welcoming and supportive experience, setting a positive example of what HR should be. I want to break the stereotype that HR is solely focused on protecting the company or that we’re unapproachable. Instead, I strive to build trust, foster open communication, and create a culture where people feel valued and supported.
How can HR most effectively demonstrate its value to the leadership team?
HR has evolved far beyond just being order takers and administrators—we’re now strategic partners who help shape the direction of the business. We serve as the eyes and ears of the company, gaining insights into employee sentiment, workplace challenges, and organizational trends that other leaders may not have direct access to.
To truly demonstrate value, HR needs to go beyond policies and compliance—it’s about understanding the business holistically and helping leadership make informed, people-focused decisions that drive success. This means using employee feedback, engagement data, and workforce trends to proactively identify challenges, align people strategies with business goals, and improve overall company performance.
Business acumen is key—the better HR understands the company’s goals, pain points, and strategic priorities, the more effectively we can offer solutions, anticipate roadblocks, and help leadership navigate change. By actively contributing to workforce planning, retention strategies, and culture initiatives, HR proves its value as not just a support function, but a critical driver of business success.
Where do you see the industry heading in five years? Or are you seeing any current trends?
I believe AI will play a huge role in how we run HR over the next five years, especially in areas like automation, analytics, and decision-making. We’re already seeing AI streamline processes like resume screening, employee engagement analysis, and even predictive retention models—making HR more data-driven and efficient than ever before.
That said, AI won’t replace the human aspect of HR. While it can help with repetitive tasks and surface insights, HR is fundamentally about people, relationships, and trust—things that can’t be fully automated. The real shift will be in how HR professionals leverage AI to free up time for more strategic, people-focused work, like coaching, culture-building, and complex problem-solving.
Beyond AI, I also see trends toward more flexible work models, skills-based hiring over traditional degree requirements, and a greater emphasis on employee well-being. Companies that embrace these changes and find ways to balance technology with human connection will have the strongest, most engaged workforces.
What are you most proud of?
I’m most proud of working my way into the position I’m in today as VP of People. There have been moments of self-doubt, but I always remind myself that I have the skills, experience, and drive that got me here—and I need to trust that.
As a first-generation Asian American and the only one in my immediate family to graduate with a bachelor’s degree, I grew up in a lower-middle-class household where hard work and resilience were non-negotiable. I didn’t let my circumstances define me or hold me back. I found my passion for HR later than some—in my mid-20s—but better late than never.
Looking back, I’m proud that I never let adversity stop me from pushing forward. Every challenge, setback, and learning curve along the way shaped who I am today. I worked hard, stayed curious, and never gave up on myself—and that’s something I’ll always take pride in.
Do you have any advice for people entering the profession?
For anyone entering the HR profession, my biggest advice is to network and learn from others in the industry. HR is such a broad field, and the best way to truly understand it is by talking to people who are already in the roles you’re interested in. Ask them about their day-to-day experiences, challenges, and what they wish they knew when they started—you’ll gain so much insight that you won’t get from just reading job descriptions.
I also highly recommend finding mentors, whether it’s someone within your company or through HR communities. A good mentor can help guide you, provide career advice, and share real-world knowledge that will help you grow faster in the field.
Lastly, stay curious and open to learning. HR is always evolving, and the best HR professionals are those who continue to adapt, ask questions, and stay engaged with industry trends.