Jennifer Trzepacz is a leader whose career spans two decades of global human resources and operational leadership. She recently joined Transcarent as Chief People Officer, bringing with her a wealth of experience from some of the world’s most dynamic companies.
Trzepacz most recently served as Chief People Officer at SymphonyAI, where she oversaw global talent for a workforce spanning 33 countries. Prior to that, Jennifer held key HR leadership roles at tech and consumer giants, including Salesforce, Living Social, Electronic Arts, and Yahoo, cementing her reputation as a force in large-scale talent strategy.
The Business Connection That Changed Everything
When asked how she got her start, Trzepacz offers an unexpected answer, one that sharply defines her strategic approach to the field:
“When I interview HR candidates, I often hear, ‘I’m a people person’ or ‘I love working with people.’ That’s not how it started for me.”
Trzepacz began her academic life studying accounting and finance. She signed up for an HR class merely as an easy elective, but what she discovered was transformative. The biggest surprise? “How much impact HR had on the business — on organizations, leadership, financial outcomes, and employee productivity.”
That powerful, clear connection between people and financial results was so compelling that she switched her major and, as she puts it, “never looked back.” For Trzepacz, HR isn’t just about people; it’s about being a strategic engine that drives business outcomes.
“HR has the power to transform organizations, but it takes courage and resilience,” she added. “Courage to say the hard things, to challenge the old ways of doing things, and to balance head and heart. At the end of the day, we’re not just HR professionals, we’re business leaders who specialize in people.”
In our latest Faces, meet Jennifer Trzepacz.
Who has been your biggest influence in the industry?
I’ve been lucky to work with some amazing companies, leaders, peers, mentors and coaches. It is not one individual, experience or team, but the collection of all that has influenced how I lead and drive the HR function to contribute to business results. That said, the biggest influence that keeps me continuously learning, growing and pushing me to do better are the employees. The workforce is highly dynamic and can throw a lot of curve balls. The hits and misses are what keeps me in the game.
What’s your best mistake and what did you learn from it?
When I moved from a large public company into my first start-up role, I knew there was always the stereotype: “big company” leaders often fail in start-ups because they struggle to adapt to the scrappy, roll-up-your-sleeves reality. Three months in, my CEO sat me down and said, “JT, we really like you, but the team is experiencing organ rejection to all this big company work.”
That was a wake-up call. I realized I had fallen into the exact trap I wanted to avoid — bringing in frameworks and ideas the organization simply wasn’t ready for. I asked if there was still time to course-correct, and thankfully, there was. That experience taught me how to take the depth of what I’d learned at big tech brands and recalibrate it into a “one size fits one” formula — adapting to the company’s stage, culture, and capabilities. It’s a lesson I carry with me to every role since.
What’s your favorite part about working in HR? Least favorite, and how would you change it?
My favorite part is seeing people connect what they’re good at with the company’s mission — that moment when they realize they’re contributing to something bigger. I like to call those the “ah-ha” moments – those are the best! Least favorite? When HR is treated as compliance-only or the “fixers.” That view misses the point. HR can drive the business forward, but only if we show up with insights, data, and a clear connection to business outcomes.
You’ve emphasized making people feel safe and comfortable. Why does this matter?
If people don’t feel safe, they hold back. They won’t take risks, share ideas, or push boundaries. That’s not just a culture issue — it kills innovation. When people feel safe, they can focus on doing their best work instead of protecting themselves. That’s when the magic happens.
How can company leaders make HR a value driver within their organization?
Bring HR in early, not after the decisions have already been made. Whether it’s growth, a transformation, or leadership planning, HR can connect talent, culture, and execution in ways that accelerate results. If you only use HR to clean up problems, you’re leaving a lot of value on the table.
Where do you see the HR industry heading in five years? Any trends to highlight?
HR is already expected to be more data-driven and AI-enabled, but also more human. Tech will take care of the repetitive stuff, which frees HR to focus on culture, leadership, and employee experience. I see a big shift toward skills-based hiring, personalized employee journeys, and well-being being treated as a business must-have, not a perk.
What are you most proud of?
I’m proud of leading through complexity without ever losing sight of the people. That means surrounding myself with strong teams who are adaptable, agile, able to connect business goals to the work at hand, and who bring a tenacious service mindset. I’m also proud of the legacy of talent I’ve helped develop — many employees have chosen to keep working with me over the years, and many others have gone on to build successful HR careers of their own. I like to joke that one day, I’ll probably be working for them, and nothing would make me prouder.
Do you have advice for those entering the profession?
Be curious about the business, not just HR. Learn the language of growth through product and customers, finance, and strategy so you can sit at the table as a true partner. And don’t forget empathy, it’s what builds trust. Without trust, none of the other stuff matters.