Lena Finch‘s career path wasn’t a straight line to the HR department. She kicked things off in customer service, handling frustrated callers and learning the true meaning of empathy under pressure. Little did she know, those early days were shaping her into the exceptional HR leader she is today. “Those early days taught me how to stay calm under pressure, lead with empathy, and connect with people in moments that matter,” she shares.
After making the jump to HR, Finch never looked back. She embraced every opportunity, from recruiting to HR business partnering, collecting invaluable lessons along the way. Her time as an HRBP taught her how to guide leaders through big changes, build trust, and balance business goals with what’s best for people. And her secret “superpower”? Recruiting. “I don’t just fill roles, I find people who will thrive, grow, and add something meaningful to the culture,” she states.
Today, as Vice President of People & Culture at Allego Inc., a growing tech company, she brings all her experience together. She’s focused on building a workplace where everyone feels seen, supported, and empowered. Whether it’s leadership development, compensation, or enhancing the employee experience, Finch combines strategic vision with hands-on work. Her core belief? “Great workplaces are built through trust, inclusion, and a genuine connection to people. When we lead with empathy and clarity, incredible things happen.”
Lena’s Leap into HR
Finch’s official start in HR began at a global QSR franchisor. She supported the Talent Acquisition team, assisting with career fairs and becoming a go-to person for new hires. The work was “energizing and meaningful,” leading her to jump at an HR Coordinator opening. Working alongside top industry pros, she honed her skills and deepened her love for talent strategy. Her big break came when she got the chance to build and lead the talent acquisition function for a professional services firm. This exciting first leadership role truly set her HR path in stone.
The Power of Shared Moments
Finch is quick to acknowledge the incredible support she’s received throughout her journey. She especially credits the women she’s worked with for their “honesty, wisdom, humor, and perspective,” calling them a “constant source of strength and clarity.” In a demanding profession, it’s those small, shared moments – a quick message, a knowing glance, a midday laugh – that keep her grounded. She’s learning to cherish these moments, understanding just how much they truly matter.
In our latest Faces, meet Lena Finch.
Who is/was your biggest influence in the industry?
I can’t credit just one person. My path has been shaped by a wide range of people, from brilliant business partners to peers who lead with conviction and heart. Some of the biggest lessons I’ve learned have come from working closely with people outside of HR—those who challenged me intellectually, brought sharper thinking to the table, and pushed me to elevate my own approach.
At the same time, I’ve learned just as much from the not-so-great leaders. I’ve seen what happens when people lead without empathy, avoid hard conversations, or make decisions in a vacuum. Those experiences were frustrating, but they helped me clarify who I want to be as a leader—and just as importantly, who I don’t want to be.
For me, it’s never been about just learning from people in the industry—it’s about working with humans. Every interaction, every relationship has the potential to teach you something.
What’s your best mistake and what did you learn from it?
I’d say my best mistake was taking a few roles that, in hindsight, just weren’t the right fit. On paper, they made sense. Great companies, interesting work, but once I was in them, I realized the culture or environment didn’t align with who I am or how I work best.
What I’m proud of is that I didn’t stay stuck. I recognized the misalignment, trusted my instincts, and made a move. Some might call it “job hopping,” but for me, it was about being honest with myself and making intentional choices about where I could truly thrive.
Those experiences taught me the importance of culture fit, values alignment, and knowing what energizes me. They also made me a more empathetic HR leader—because I’ve been there. And now, I bring that perspective into how I support others in navigating their own career paths.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
What I love most about working in HR is the opportunity to coach, support, and unlock potential in others. There’s nothing more fulfilling than helping someone grow into their strengths, navigate change, or achieve something they didn’t think was possible. I also love the moment when you get to present a job offer, it’s such a privilege to play a part in changing someone’s career trajectory. Those moments never get old.
HR has a unique vantage point; we get to support people and help drive the business forward. That intersection is where I find the most purpose.
My least favorite part? The admin and the constant changes in compliance work. While I fully respect how important it is, it’s not where I’m naturally energized. Luckily, I have an incredible colleague who truly enjoys that part—we complement each other well.
If I could shift one thing about the industry, it would be the lingering perception that HR is purely administrative or reactive. In reality, HR is a strategic partner to the business. We’re not just support—we’re a team member to every function, and we should have a seat at the table. We help shape culture, influence performance, and create environments where people can truly do their best work. That’s the impact I’m most proud of—and the future I want to keep building.
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.
Yes, the heart of everything I do in HR is a belief that people do their best work when they feel safe, supported, and respected. Creating that environment doesn’t happen by accident. It starts with having the right managers and leaders in place who build trust and foster psychological safety.
Psychological safety isn’t about avoiding tough conversations, it’s about creating an environment where people can take risks, speak up, and grow. That includes giving people the chance to take on stretch assignments, try something new, and even make mistakes knowing they’ll be supported, not penalized, for learning in real time.
Feedback, in that context, becomes a gift. It’s a way to help people level up—not something to fear, but something to value. And when leaders model that mindset, it sets the tone for the entire organization.
As HR professionals, we have a responsibility to coach and support managers in building this kind of culture. When people feel comfortable being themselves, taking smart risks, and receiving feedback with trust, they do their best work. That kind of environment isn’t just good for people, it’s essential for innovation, retention, and long-term business success.
How can HR most effectively demonstrate its value to the leadership team?
For me, HR demonstrates its value by offering a thoughtful, people-centered perspective that might not always align with the rest of the room—and being willing to speak up when it matters. The goal isn’t just to support leadership decisions, but to help shape them by bringing in real-world context, data, and the human impact.
We add the most value when we can back up our insights with data and real examples—whether it’s engagement trends, attrition risks, or the downstream impact of decisions on morale, performance, or retention. That’s when HR moves from being seen as a support function to being viewed as a strategic partner.
Sometimes our role is to ask the harder questions, offer a different lens, and advocate for what will sustain the business long-term—not just what’s convenient in the moment. When HR is trusted for its perspective and relied on for its insight, that’s when we’re really making an impact.
Where do you see the industry heading in five years? Or are you seeing any current trends?
One of the biggest shifts we’re seeing and that will continue to accelerate is the use of AI to boost productivity across the HR function. Whether it’s drafting job descriptions, analyzing engagement data, or streamlining workflows, AI is helping HR teams work faster and smarter.
While AI can enhance our efficiency, it can’t replace the human side of HR. The ability to read a room, notice what’s not being said, or understand the nuance in someone’s body language or tone—that emotional intelligence is more important than ever. As we automate more, we also need to double down on developing people managers and HR professionals who can build trust, spot issues early, and connect with empathy.
The future of HR isn’t just about becoming more tech-savvy. It’s about using that technology to free us up for the real work: supporting people, guiding leaders, and shaping cultures where everyone can thrive.
What are you most proud of?
I’m most proud of my resilience. Even when the role, company, or timing wasn’t the perfect fit, I stayed engaged, delivered with integrity, and embraced every experience as an opportunity to grow. These moments strengthened my leadership and reinforced my belief that learning, perseverance, and a positive spirit are essential to success.