Julie Law, Chief People Officer at Rocket Software, has a career story that’s less of a straight line and more of an inspiring climb—one powered by mentorship and a constant focus on people. For fellow HR professionals, her journey highlights the transformative power of shifting from transactional HR to strategic people leadership.
From Foundations to Global Strategy
Law’s path began in the essential, foundational roles of HR: onboarding, benefits, and recruiting. But it was here that she found her true spark. “I quickly realized that what really energized me was helping people grow and develop,” she shares.
This early, pivotal experience helped Law find her passion in development and leadership. “One transformative moment was working with John Hancock during its acquisition by Fireman’s Fund Insurance, leading a cultural transformation with Anderson Consulting,” Law notes.
This moment “ignited” her interest in consulting, which led her to PwC and eventually to a nearly two-decade tenure, where she continually moved into more senior HR roles.
The Power of an Honest Exchange
A major turning point came when a mentor asked Law about her ultimate career goal. Her honest answer—to become a chief HR officer—set her on a new trajectory. This ambition propelled her to a role as Chief of Staff to PwC’s global head of HR, overseeing the people strategy for a massive organization: 240,000 employees in 175 countries.
“That role fundamentally shaped my strategic mindset,” Law explains. It was an intensive masterclass in connecting people initiatives with global business outcomes.
From there, she broadened her experience as Head of HR and Global Head of Talent Management at John Hancock/Manulife before stepping into her current role as CPO at Rocket Software in 2022.
The Mentorship Mandate
When reflecting on the influences that shaped her career, Law is clear: mentorship has been the most powerful force.
“I’ve been fortunate to learn from leaders who challenged me, championed me, and showed me the importance of values-driven leadership,” she says. For Law, every move has been grounded in a genuine commitment to people and purpose—a principle that resonates deeply with the mission of HR today.
In our latest Faces, meet Julie Law.
What is your biggest challenge and how do you plan to address it?
Right now, one of the biggest challenges is navigating a workforce shift and making sure we’re building a future-ready talent pipeline. In organizations with a long history and a highly tenured workforce, it’s a balancing act—retaining invaluable institutional knowledge while also attracting early-career talent with fresh skills and new perspectives.
To meet this challenge, we’ve launched forward-thinking talent initiatives that blend workforce planning with learning and development. One program I’m especially passionate about is our NextGen Academy, designed to prepare future talent for high-demand careers such as software engineering. These programs help emerging leaders develop both technical expertise and values-based leadership.
Internally, I’m doubling down on strategic workforce planning, career development, and targeted learning investments that meet Rocketeers where they are —not just where we want them to go. We’re also exploring how emerging technologies like AI can help us address evolving workforce needs. For example, by leveraging AI-driven analytics, we’re gaining deeper insights into workforce trends and future talent needs and we’re leveraging AI internally to transform how we connect with, support, and empower Rocketeers—making engagement more personalized, responsive, and impactful.
How do you balance tech-based learning with traditional, in-person methods?
For me, it’s never about choosing between digital or in-person—it’s about creating flexible, high-impact experiences. Technology is essential for scaling learning across a global workforce, especially when some employees are hybrid, in-person, or fully remote. Digital platforms make training accessible and consistent, and AI-powered tools can accelerate content creation and provide on-demand learning for both technical and soft skills. But real growth happens through connections, not just content.
That’s why we pair digital learning with live, interactive experiences—like facilitated cohorts, leader-led onboarding, in-person events and 1:1 coaching. I’m also mindful of the cultural differences in how people learn, so we use different modalities—like chat-based learning—to encourage engagement. For soft skills, blended formats that combine digital, live, and cohort-based learning really help drive deeper growth.
Ultimately, it’s about designing flexible, meaningful learning that reflects how people grow best: through connection, context, and continual development.
As business needs and the workforce continue to evolve, how do you adapt to new trends and emerging skills?
One of the most important lessons I’ve learned is that “people strategy” needs to evolve as quickly as “business strategy”—sometimes even faster. This is especially true in learning and development, where adaptability is everything. The most effective programs are modular, self-paced, and personalized to support employees at every stage, from entry-level to executive. Feedback loops, engagement surveys, and regular program reviews help us stay responsive and relevant.
AI is a game-changer for both productivity and internal management. It’s important to focus on responsible AI, building literacy and governance so employees know how to use these tools effectively and safely. By building internal standards and training pathways, we empower our workforce to use AI tools ethically and creatively.
AI also helps reduce administrative burden, allowing HR teams to focus on high-impact work. For example, leveraging chatbots for employee benefits questions frees up time for more strategic initiatives like career development.
Above all, resilience is key. I encourage a growth mindset—fail fast, learn quickly, and pivot as needed. The goal is to build agile leaders who can thrive no matter what the future brings.
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.
People are at the heart of everything we do. At Rocket, we proudly call our people Rocketeers. I believe a company’s culture should be built on deeply held values. At Rocket, those values are Empathy, Humanity, Trust, and Love—not just words on a wall, but they serve as our North Star and reflect how we hire, lead, and develop talent. We embed our values into our performance processes, evaluating employees not just on what they achieve, but on how they show up and collaborate.
Building a culture of belonging where people can be their authentic selves and thrive because of their individuality is essential. We support this with programs focused on psychological safety, personalized onboarding, and continuous development.
Personally, I’ve learned the importance of vulnerability and setting boundaries. Balancing a demanding career with parenting has taught me how to prioritize what truly matters most, be open about my limits, and lead with authenticity. I want people to know they don’t have to be perfect, they just need to feel supported, seen, and empowered.
How can HR most effectively demonstrate its value to the leadership team?
One of the biggest lessons I’ve learned is the power of linking people outcomes to business impact—whether that’s by increased engagement or building leadership bench strength.
HR also adds value by anticipating change. Whether it’s preparing for AI disruption, enabling reskilling, or designing a culture of belonging, we act as strategic partners to help the business stay ahead. When HR leads with insight, not just instinct, leadership listens.
What are you most proud of?
After a major acquisition last year, Rocket Software added 770 new colleagues across 37 countries. We managed this growth in a way that honored our culture, values, and humanity. To make sure the transition was smooth, we conducted a survey that showed a significant increase in engagement, a powerful validation of our people-first approach.
I’m also proud of rebuilding and investing in my own team. Strong HR leadership is more than vision—it’s about people. I’ve worked hard to build a team that’s collaborative, courageous, and rooted in our shared values.
Do you have any advice for people entering the profession?
Stay curious and say yes to new challenges, even when you’re unsure. My career has been shaped by a growth mindset and a willingness to try something new every few years.
To succeed in HR, you need both strategic insight and operational know-how. That means rolling up your sleeves, whether it’s payroll systems or performance reviews and building agility along the way.
And remember: nobody knows everything. What matters is being open to learning, adapting, and leading with heart. That’s what will set you apart.