Casey Heck, the SVP of Human Resources at online training company Traliant, is a true force in the HR world. With over 15 years under her belt, she’s a strategic business leader known for shaking things up in the best way possible. Heck has a knack for building powerhouse cultures, rolling out programs that make employees happier, spark company growth, and boost overall success.
As a trusted advisor to top executives, Heck has led big HR transformations. She’s built smart talent management plans, figured out who’s next in line for key roles, and shaped entire talent strategies. She also played a huge part in making hiring more inclusive, cutting costs by making processes smoother, and helping Ascend Learning land a spot on Newsweek’s “Greatest Workplaces for Diversity” list.
With a deep understanding of everything from learning and development to recruiting top leaders and managing big changes, Heck is a go-to expert. She helps companies navigate complex growth periods while always keeping a sharp eye on talent as their secret weapon.
The “Unscripted” Path to People Power
So, how did Heck go from breaking news to building great teams? Her journey started with a degree in Journalism, Media & Communications and Business from the University of Kansas. “From there, I worked at a local news station, working the night shift,” she shares.
While she loved the fast pace of journalism, something felt missing. “I quickly realized I wanted more structure.” That’s when she made the jump into talent acquisition. Surprisingly, the skills she learned in journalism—like storytelling, truly listening, and knowing how to ask the right questions—were perfect for her new role in HR. From that point, her career naturally grew, taking her through different HR roles like HR Business Partner, Talent Management, Learning & Development, Performance Management, and finally, into HR leadership. Heck’s unique background proves that a strong foundation in communication can lead to impactful HR leadership.
In our latest Faces, meet Casey Heck.
Who is/was your biggest influence in the industry?
I firmly believe that every manager and leader you work with offers a learning opportunity—whether it’s through their guidance, leadership style, or the challenges they present. Early in my career, I had a leader who significantly shaped my trajectory by pushing me beyond my comfort zone. They gave me opportunities to stretch my capabilities, provided visibility into how decisions are made at the executive level, and most importantly, created an environment where it was safe to take risks and learn from failure.
That experience not only accelerated my growth but also influenced my leadership philosophy. As an HR leader, I strive to do the same—championing people, helping them recognize their potential, and creating opportunities for them to apply new skills in real, meaningful ways. Additionally, I’ve been inspired by Nickle LaMoreaux from IBM. Her ability to grow her career within the same organization while continuously driving innovation and staying ahead of industry best practices is truly admirable.
What’s your best mistake and what did you learn from it?
I’ll reframe this as a lesson learned—one I wish I had recognized sooner: the power of an external network. Building and maintaining meaningful connections has been invaluable to my career. Early on, I was focused on internal impact, but I’ve come to realize that the relationships you cultivate outside your immediate organization can open doors, provide fresh perspectives, and offer opportunities you never saw coming. Every person you meet has the potential to be part of your story in ways you might not expect.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
The HR function sits at the intersection of business strategy and human potential—it has the power to be a catalyst for strategic transformation when people, culture, and business objectives are aligned. When HR is positioned as a true business partner, it doesn’t just support the organization; it drives it forward. There are countless real-world examples of companies where HR leaders have leveraged people strategies to fuel innovation, accelerate growth, and navigate change successfully. The most impactful HR functions don’t just manage talent—they shape the future of the business.
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.
At my core, I believe that when people feel safe, valued, and empowered, they do their best work—and that’s where the real magic happens in an organization. Throughout my career, I’ve seen firsthand how culture, leadership, and HR practices directly impact not just business outcomes, but also the human experience at work. Creating an environment where employees feel psychologically safe —it’s about building trust, fostering inclusion, and ensuring people know they have a voice.
How can HR most effectively demonstrate its value to the leadership team?
HR demonstrates its value to the leadership team most effectively by aligning every HR initiative with business outcomes. It’s not just about people programs—it’s about how those programs drive performance, profitability, and organizational growth. Businesses evolve rapidly, and HR should be at the forefront of helping organizations adapt. This means creating structures that support scalability with the right skills, fostering a high-performance culture, and ensuring that leaders are equipped to navigate change effectively.
Where do you see the industry heading in five years? Or are you seeing any current trends?
Like any industry, there are always new trends shaping how we think. One main trend that I’m currently seeing is the evolution of leadership and change management. In a world of constant disruption, leaders will need to be more adaptable, emotionally intelligent, and skilled in managing change. HR’s role in leadership development and resilience-building will be critical.
Additionally, I’ve been seeing a shift toward HR as a more prominent business driver. HR leaders are increasingly expected to contribute to business strategy, not just people strategy. Forward-thinking HR functions will be deeply embedded in revenue growth, market expansion, and organizational design, proving their impact with measurable business outcomes.
Do you have any advice for people entering the profession?
Be adaptable: HR is evolving rapidly, and the best professionals are those who embrace change and innovation.
Learn the business: Understanding how your company operates and generates revenue will help you align HR strategies to business needs.
Develop strong relationships: HR is about people. Build trust with employees and leadership alike to become a strategic and credible partner.
Leverage data: The best HR leaders make decisions based on insights, not just intuition. Use data to drive initiatives and demonstrate impact.