The 100 Human Resources Leaders to Know | Global 100 for HR 2023
The 100 Human Resources Leaders to Know |
Global 100 for HR 2023

HR’s top decision-makers

Human Resources Director presents its fourth annual Global 100, featuring the best in the sector from across the US, Canada, Australia, New Zealand, Asia-Pacific, and the UK, with competition being fierce for the coveted spots on the list.

All of these HR leaders have risen to the challenge over the past 12 months, showing genuine leadership and taking impactful decisions that have enabled their respective organizations to prosper.  

Here, some of the Global 100 share an insight into how they have navigated a complex year.

Ashley Sardjoe, Novartis
“I believe in the power of being present, and I mean physically present in the organization at all times to connect with the people at all levels to get a true sense of what’s going on”
Ashley SardjoeNovartis


Ashley Sardjoe - Novartis

VP, Country People & Organization (HR)


Bruising describes the first part of the previous 12 months for Sardjoe, overseeing a 30 percent headcount reduction for the global pharmaceutical company.

Describing his approach, Sardjoe uses the term “courageous leadership”. Aware it was an emotional time for the workforce, Sardjoe made his leadership style as transparent as possible.

“We clearly identified the process, then presented which roles will remain the same and which will change, and as a result people will have to reapply – and for those people we followed a very thorough process.”

However, he adds, “It doesn’t matter how much you try to put in place, there’s always people that will be disgruntled either because they don’t get the job or they disagree. It was a great learning [experience], as I realized that during a transformation like that, everybody is in a different place on the infamous change curve.”

This situation drove Sardjoe to be clinical and operate in the best interests of Novartis going forward.

“Some people are not able to make that change and that is what I mean by courageous leadership,” he explains. “These are the times you have to make some tough choices on people that have been extremely successful in the old way of working but for whatever reason are not able to lead themselves and their teams through change.”

Sardjoe admits finding it tough as many of the workforce wanted to speak to him privately. In the end, he switched from his default position for the sake of his own performance and admits to having difficulty functioning as a husband and a father during that period.

“It was almost that they were kind of dumping their sorrows and worries on me. It was very hard for me to start saying no to some people asking to have a one-on-one, which I would never decline in the past, but I just had to say ‘if I had more clarity, I would love to give it to you’. I had to look after myself to be the leader that the organization needed.”

The latter part of 2023 has seen Sardjoe energise the staff to maximise the new structure, split into three pillars:

  • Workplace – Novartis moved into a new modern office in downtown Montreal.

  • Choice – Workers are expected to come in three days a week but can be flexible on when, and encouraged to focus on the parts of their job that move the needle.

  • Personal growth and development – Grassroots employee resource groups are set up around activities such as sports and hobbies, office social events encouraged, and ideas welcomed on boosting wellbeing.


“I can’t take full credit because there’s probably an overall market element to it but definitely the choices we made have paid off, the organization is flying performance wise.”

And while he’s glad to have come out the other side, Sarjdoe admits these past 12 months will stay with him.

“Although the learning has been painful at times, I learned a lot about myself as a professional, as a colleague, as a leader, but also as a parent and as a husband.”


Jodette Cleary, hipages Group
“It’s not like you make a decision and you can’t ever say that was the wrong one, but you need to make a decision and see how it goes”
Jodette Clearyhipages Group


Jodette Cleary - hipages Group

Chief People & Culture Officer

It’s been a year of discovery in the tech industry as most firms swayed to going fully remote. However, Cleary took a stance that for hipages Group – which connects tradespeople with homeowners – wasn’t going to be the best option. She let the workforce know that the firm was doing a non-negotiable 50% hybrid split.

“In this last year what has come together has been my gut instinct on the right thing to do after COVID has played out very well in our favour. One of our secret sources has been our collaboration and my feel was people work better together when they have a chance to develop a social connection.”

The success of the initiative has been clear, as hipages Group’s internal metrics show:

  • exceptional engagement scores

  • a happy workforce

  • low attrition rates


“The business has continued to go from strength to strength, when you’re seeing globally a lot of tech companies doing mass redundancies and now this big push from the CEOs to swing the pendulum completely back the other way to 100 percent in the office,” Cleary says.

Nevertheless, while it’s worked out, it wasn’t an easy call.

“One of the things I remember thinking about when we were juggling with this is where do we go on that spectrum of remote and office. But ultimately, I made the right decision by doing what I needed to do because my responsibility as a C-suite executive is making sure the business does well and that employees are also put in the position to do their best work and also for their wellbeing.”

There is flexibility to choose which days make the most sense.

“We’re not holding a gun to anyone’s head, but you are expected to be in the office regularly with your team,” she adds.

Another part of the challenge of this year has been reacting to current affairs.

“The global economy is not great but also what’s going on in terms of war and political unrest, anything can come at you,” she comments. “It doesn’t have to be a business thing, but people do not operate in a vacuum and are subject to the influences of what’s going on in the world. I’m always looking ahead and trying to gauge how to handle things for our people.”


Gillian Davie, AMP
“People say, ‘Gillian, why do you say you’re a leader first and foremost?’ And I say, because I have an equal role, I don’t have a diminished role”
Gillian Davie AMP


Gillian Davie - AMP

Director, People & Culture

It’s been a challenging and rewarding time for Davie. AMP suffered reputational damage due to overcharging and employee misconduct, but her role was to oversee a fresh approach.

“In the last 12 months, we have been rebuilding our brand, our culture, and getting a good focus on our customer. Then through that as well financially, as we’re very conscious we have to provide value to our shareholders. It did mean we needed to bring the costs in line, which then impacted some of our people.”

For Davie, there was never any doubt that no matter how hard it was, she was making the right decision.

“My approach has always been I’m a business leader first and foremost, so I’m equally responsible for the financial results along with the others around the executive table. I happen to wear an HR hat and, I’ve got to make the right decision on what’s in the best interest of the company.”

However, AMP focused on letting staff leave with dignity and the appropriate support.

“You don’t waver, but you stand in the shoes of the team member who’s about to be told their role is being impacted and you go on the journey with them. It’s all about looking after them,” Davie says.

Part of this strategy involved:

  • Outplacement program – AMP partners with an organization that supports the people even after they leave

  • Counselling services for the people and their families


“Then for myself and my team, we’re always watching to see if someone needs an extra phone call or maybe the leader of that person actually needs some help because the leaders are not dealing with the fact some of their team have been impacted,” Davie adds.

The second part of her task is to ensure that AMP’s culture thrives.

“It’s like a garden; if you plant things and ignore them, two things are going to happen. One, it will die or two, it will grow out of control. Culture is something you have to attend to every day.”

Davie has gained invaluable experience by:

  • leading a New Zealand organization’s HR in the aftermath of the Christchurch earthquake

  • overseeing the loss of 7,000 jobs at an Australian retail chain


And that has helped her create a new culture at AMP.

“I have to understand why it may be flourishing in one department and get those learnings into other parts of the business that might be struggling. My role is to bring it all to life. The challenge for the HR sector is making sure there are leaders who are commercially astute and can speak in that language with leaders whilst wearing the HR hat,” she says.

The 100 Human Resources Leaders to Know |
Global 100 for HR 2023

  • Adéle Pieterse
    Loyalty New Zealand (NZ)
  • Albert Galarza
    TELUS International (US)
  • Alex Hattingh
    Employment Hero (AU)
  • Alex Smith
    Oracle (US)
  • Alicia Devine
    Tim Hortons Foundation Camps (CA)
  • Alissa Bartlett
    JCDecaux (AU)
  • Allison Yang
    East West Bank (US)
  • Andrea Duncan
    Kiwibank (NZ)
  • Andrea Giraldo
    Monstarlab (US)
  • Andrea Wynter
    ADP (CA)
  • Angela Champ
    Alpine Building Maintenance (CA)
  • Anish Lalchandani
    Maersk (Asia)
  • Annaliese van Riet
    amplifi HR (AU)
  • Anna Wenngren
    SafetyCulture (AU)
  • Anne Das Gupta
    Sydney Water (AU)
  • Anya Loh
    Watson-Marlow Fluid Technology Solutions (Asia)
  • Ariel Woo
    Allianz SE, Singapore Branch (Asia)
  • Carolyn Byer
    Microsoft Canada (CA)
  • Cary Shek
    Klook (Asia)
  • Cassie Whitlock
    BambooHR (US)
  • Cat Craven
    Mastercard (AU)
  • Chan Yit Foon
    Marina Bay Sands (Asia)
  • Charlotte Jameson
    Corporate Wellbeing Hub (AU)
  • Chris Taylor
    Best Buy (CA)
  • Christian Meisner
    GE Aerospace (US)
  • Claire Gore
    London North West Healthcare (UK)
  • Claudia Barriga-Larrivière
    Sendle (AU)
  • Colleen Harris
    Ramsay Health Care (AU)
  • Craig Cowdrey
    Sonder (AU)
  • Cyndi Harris
    CDI Engineering Solutions (US)
  • Danielle McMahan
    Wiley (US)
  • Danny Harmer
    Aviva (UK)
  • Danny Speros
    Automation Anywhere (US)
  • David Casey
    Tapestry (US)
  • David Frost
    Dole (UK)
  • Deborah Maynard
    Coast Mental Health (CA)
  • Diane Mohabir
    Canadian Appliance Source (CA)
  • Elizabeth Faber
    Deloitte Asia Pacific (Asia)
  • Emily Zhang
    Monoova (AU)
  • Estelle Hollingsworth
    Virgin Atlantic (UK)
  • Frank Koo
    LinkedIn Talent Solutions (Asia)
  • Geetanjali Gamel
    Johnson & Johnson (US)
  • Gena Restivo
    AstraZeneca (CA)
  • Harvey Francis
    Skanska (UK)
  • Jabbar Sardar
    BBC Studios (UK)
  • Jeff Ostermann
    Sweetwater (US)
  • Jeffrey Housman
    Restaurant Brands International (US)
  • Jodie Wade
    Alberta Health Services (CA)
  • Jose Raphael Ibarra
    DHL Global Forwarding (Asia)
  • Josh Jones
    Employ (US)
  • Juliana Tan
    Uniqlo (Asia)
  • Julie Hudtohan
    Unilever (Asia)
  • Kali Beyah
    Evolent Health (US)
  • Kate Daly
    Fonterra (NZ)
  • Katharine Price-Raas
    Canada Post (CA)
  • Kay Goodman
    Accor (AU)
  • Kerry Smith
    British Heart Foundation (UK)
  • Kim Seymour
    Etsy (US)
  • Laura Salvatore
    Centurion Asset Management (CA)
  • Lauren Nuttall
    Boulevard Labs (US)
  • Lauren Van Duyn
    Workhuman (US)
  • Lisa Chang
    The Coca-Cola Company (US)
  • Lisa Gravelle
    Loblaw Companies (CA)
  • Louise Campbell
    Baker McKenzie (AU)
  • Mary Hogg
    Hilton (AU)
  • Matt Kershaw
    Domino’s (AU)
  • Meghan Stettler
    OC Tanner Institute (US)
  • Melonie Parker
    Google (US)
  • Michelle Russell
    ANZ (NZ)
  • Nabeela Ixtabalan
    The Marshall Goldsmith Group (CA)
  • Natalie Nicholson
    Optiver (AU)
  • Pauly Grant
    Publicis Groupe (AU)
  • Reginald Miller
    McDonald’s (US)
  • Renato Manuel Jiao
    Globe Telecom (Asia)
  • Rhys Black
    Oyster (UK)
  • Robert Stone
    CHEP Network (AU)
  • Sally McSweeney
    Beam Suntory (AU)
  • Sandy Sharman
    CIBC (CA)
  • Segolene Prot
    Heineken (US)
  • Shereen Daniels
    HR rewired (UK)
  • Shirley Knowles
    Progress (US)
  • Simon Fenwick
    Fonterra (NZ)
  • Simon Gagné
    Sobeys (CA)
  • Sudha Dwivedi
    Teranet (CA)
  • Sylvia Moretti
    Sun Life (CA)
  • Tanie Eio
    UPS (Asia)
  • Tanuj Kapilashrami
    Standard Chartered Bank (UK)
  • Tara Steyn
    IAG (AU)
  • Tiffany Haley
    Vanguard (US)
  • Tracey Jenkins
    Sodexo Live! (US)
  • Traci Wade
    Oracle (US)
  • Tyrone Smith Jr.
    University of Southern California (US)
  • Vineet Gambhir
    DataLink Software (US)
  • Wyn Sheree Ossinger
    AT&T (US)
  • Zabs Luna Tan-Chong
    Aboitiz Equity Ventures (Asia)

About the HR Global 100

The HR Global 100 report shines a spotlight on outstanding professionals who are making a positive difference and helping drive change across the industry.

Now in its fourth year, this formidable list of the biggest names in HR was put together by HRD, leveraging its unique position as a true global publication reaching six different markets – the US, Canada, Australia, New Zealand, Asia-Pacific, and the UK.

The HRD team collectively deals with hundreds, if not thousands, of HR professionals throughout the year for its daily newsletters, special reports and surveys, industry awards and events. This range makes the HRD team well-placed to tackle the intimidating task of whittling down the industry’s high achievers to just 100.

The leaders featured on this year’s Global 100 have been selected for their outstanding commitment to their companies and their people over the past 12 months. Across a myriad of industries and sectors, these HR leaders rose to the challenge, safeguarding their employees and helping the C-suite navigate a constantly changing landscape.

From accomplished academics to thought leaders to industry giants, this list is a tribute to those dedicated and passionate individuals who champion HR every day.