Technology professionals are burning out and dropping out of the workforce entirely at an unprecedented rate. The perfect storm of a pandemic, distributed work, and an increasingly polarized political environment have stretched and stressed our workplaces. HR professionals and managers have been expected to have all the answers, but many of these issues are new and deeply nuanced. Now, as the economic climate has turned, many employers are cutting costs and laying off workers. The work is different, the skills are different, and many technology professionals are either failing to adapt or opting out.

Andrew would love to educate an audience of technology leaders about exactly why this is happening and how leaders can reinvigorate themselves and their teams. He can share real case studies and examples from his experience leading during times of tremendous change (dot com crash, financial services crisis, mortgage meltdown, pandemic shutdown) and from his work with 100+ CEOs and HR leaders.

It happens again and again. A startup receives funding from investors and hires staff to acquire more customers and accelerate its product roadmap. However, as headcount grows, the complexity managing the organization increases exponentially. What worked with a small founding team doesn’t work with a team of 25+. What works with several dozen team members, no longer works with 100+, particularly in a distributed work environment.

On your podcast, Andrew can speak to his experiences working with 100+ companies who have been on that growth journey, and discuss the recurring challenges – as well as the best solutions. Specifically, why communications, prioritization, and decision-making practices all need to evolve along with your organization. Your audience will learn time-tested strategies from the trenches of the fastest-growing startups and scaleups.

Many experienced professionals strive to “have a seat at the table” and be more respected as executive leaders. We work endless hours trying to satisfy the many demands of our managers and team, creating a positive team environment while meeting our goals. While we may be appreciated, we are making limited progress in advancing our influence. We continue to receive feedback that we need to “be more strategic”, and our frustration is growing that we don’t seem to be receiving the respect we deserve. Why is this happening? What does “being more strategic” really mean and how do you do it?

On your podcast, Andrew can help your audience understand what they can do to be more successful, often while doing less over fewer working hours. He can share real case studies and examples from his experience leading the HR function at several well-known organizations, writing the book on people management practices (“Scaling for Success”), and teaching the world’s premier development program for strategic HR professionals (People Leader Accelerator).

HR professionals strive to “have a seat at the table” and work endless hours trying to satisfy the many demands of their organizations, while continuing to receive the feedback that they need to “be more strategic”. We see HR leaders continue to burn out and drop out of the field, frustrated that they don’t seem to be getting the respect they deserve. Why is this happening? What does “being more strategic” really mean and how do you do it? It’s about what you choose to work on, and how closely that links to the priorities and interests of your key stakeholders.

Andrew would love to educate an audience of HR professionals about what they can do to be more successful, often while doing less over fewer working hours. He can share real case studies and examples from his experience leading multiple HR functions and mentoring dozens of HR leaders.

Many companies look up to organizations that are famous for their inspiring company culture – Google, Airbnb, or Zappos just to name a few. These tech icons are a great source of inspiration but their strategies usually don’t work for smaller companies. That’s where many companies, founders, and HR leaders go wrong. They don’t have the right environment to model Google-like strategies; therefore, those strategies won’t work in their context.

Andrew can talk about how he has helped venture capital and growth equity-backed high growth companies to apply critical thinking to determine the best management practices for their organizations.