Louise Willoughby-Petit is a seasoned human resources leader with a passion for driving positive change within organizations. With over two decades of experience in the technology and hospitality sectors, Willoughby-Petit has a proven track record of fostering inclusive, high-performing cultures on a global scale.
Willoughby-Petit began her HR career at Forte Hotel Group and Thistle Hotels, where she honed her skills in fostering inclusive, high-performing cultures. Her experience at CERN, where she oversaw HR business partnerships and recruitment, further solidified her expertise in navigating complex organizational structures. Transitioning into the tech sector, Willoughby-Petit held key leadership roles at Iomega International, Greenplum, and Pivotal Software. At Pivotal, she successfully scaled the EMEA employee base and implemented innovative HR practices that drove organizational success.
Currently serving as the Chief People Officer at Beekeeper, a global company that empowers frontline businesses with digital solutions, Willoughby-Petit leads its HR team and has achieved remarkable success in reducing attrition by 50%. Her comprehensive people strategy, focused on learning, development, and diversity, has transformed Beekeeper’s workplace culture.
Additionally, Willoughby-Petit is a certified #IamRemarkable facilitator, bringing her expertise in consulting, facilitation, and lean principles to empower individuals and teams. Fluent in English, Swedish, and French, Willoughby-Petit is adept at navigating multicultural environments and building inclusive teams.
In our latest Faces, meet Louise Willoughby-Petit.
How did you get your start in the field?
I started my HR career in the hospitality industry, first as an HR Advisor in a head office role, where I guided senior leaders and hotel managers across 40 nationwide locations. Later, I transitioned to an HR Manager position at a hotel, supporting a team of 120 staff. The hospitality sector, with its focus on service and guest experience, taught me the value of a customer centric approach and the importance of creating a supportive work environment that fosters teamwork and resilience during high-pressure times. My journey in the IT sector began at Iomega International, where I led HR for European operations and gained valuable insights into mergers and acquisitions during the company’s integration with EMC. From there I got hooked by the fast pace of change and progressive HR practices of the tech industry and continued my career here to where I am now.
Who is/was your biggest influence in the industry?
In terms of industry influence, Paul Maritz has certainly had a profound impact on my leadership philosophy. During my time at Pivotal, where he was CEO, Paul demonstrated visionary leadership that went beyond just business acumen. His ability to guide a company through uncharted territories with humility, innovation, and a deep commitment to people was truly inspiring. He fostered a culture where people felt empowered to take risks and experiment, which directly contributed to Pivotal’s success. Witnessing this kind of leadership instilled in me the value of creating a strong, positive company culture as the foundation for success.
Additionally, when I think about personal growth and leadership development, Brené Brown has been an ongoing source of inspiration. Her work on vulnerability and courageous leadership speaks to the heart of what I believe HR leadership should be—people-centric, open, and deeply connected to the emotional landscapes of teams. Her teachings remind me that true leadership is about creating environments where people feel safe to bring their whole selves to work, which ultimately drives innovation and engagement.
What’s your best mistake and what did you learn from it?
One of the most valuable mistakes I made early in my career was not trusting my gut when it came to hiring for a key role. I remember being influenced by the “perfect” resume and what seemed like the right fit on paper, despite a few red flags during the interview process regarding cultural fit. I ignored my intuition, and the hire ended up being a mismatch for the team. It became a learning opportunity about the importance of hiring for values and cultural alignment, not just skills and experience.
What I learned from this is that hiring is not just about filling a role with the most technically qualified person—it’s about understanding how that person will contribute to the company’s culture and team dynamic. This experience sharpened my focus on the candidate experience and taught me to trust my instincts when evaluating emotional intelligence and cultural fit alongside experience.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
What I enjoy most about working in HR is the opportunity to bridge the gap between people and business strategy. I love getting to know the ins and outs of the business and identifying how HR can be a true partner in driving success. It’s incredibly rewarding to design people strategies that not only align with business goals but also open opportunities for employees to feel part of that success. When employees see how their contributions tie into the bigger picture and have the chance to grow their skills, it creates a sense of shared purpose that benefits everyone.
One of the more challenging aspects of HR is navigating the complexities of organizational change, particularly when it involves shifting mindsets around people strategies. Change can often be met with hesitation, especially when it challenges long-standing practices. I believe the key to overcoming this is through open communication and building trust, ensuring that people feel supported throughout the transition. While it’s not always easy, it’s also what makes the work so rewarding—helping organizations evolve in ways that benefit both the business and its people.
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.
I’ve always believed that creating a safe, inclusive environment where employees feel heard and valued is the foundation for success—not just for the individual, but for the business as a whole. For me, it’s about genuinely understanding what people need to thrive, whether it’s a sense of security, recognition, or opportunities for growth. Listening is key, not just as a mantra but as a daily practice that builds trust and helps employees feel part of something bigger.
This mantra also extends to the frontline industries that Beekeeper serves, from retail to hospitality to manufacturing and construction. Frontline workers often face unique challenges—they are frequently overlooked, underpaid, and may work in environments where they don’t always feel safe. Our 2024 Frontline Workforce Pulse Report highlights the growing disconnect between these workers and management, with 40-50% of frontline employees leaving their jobs in search of better work/life balance and fair compensation.
That’s why I’m so passionate about putting people first, especially those who form the backbone of so many industries. It’s not just about productivity; it’s about creating a culture of care and respect for everyone, no matter their role.
How can HR most effectively demonstrate its value to the leadership team?
HR can effectively demonstrate its value to the leadership team by acting as a strategic partner that aligns its initiatives with the company’s overarching goals. It’s about ensuring that every HR effort—whether it’s talent development, employee engagement, or performance management—directly supports business success. When HR fosters a positive organizational culture through clear communication, consistent policies, and strong employee relationships, the impact on performance and productivity is significant.
Employee retention is another area where HR’s value becomes clear. Reducing turnover, especially in industries with high attrition rates like retail, hospitality, and manufacturing, leads to substantial cost savings and improved stability. Tools like Beekeeper’s new Frontline Employee Lifecycle Management solution aim to address this challenge by reducing turnover rates (which can be as high as 40-60%) through improved employee satisfaction, automation, and streamlined processes. By leveraging such technology, HR can drive retention and engagement, turning the department into a competitive advantage.
When HR teams present these results—showing how their initiatives contribute to cost savings, profitability, and long-term growth—it becomes much easier for leadership to recognize HR as a crucial driver of business success.
Where do you see the industry heading in five years? Or are you seeing any current trends?
As someone who’s spent years in HR, I believe we’re entering one of the most transformative periods for the industry. Shifting employee expectations, evolving workplace dynamics, and a renewed focus on purpose and well-being are driving significant change. HR’s role is expanding beyond traditional functions, and leaders will need to be more adaptable, people-focused, and aligned with business goals than ever before. Looking ahead, here are five key trends that I believe will shape the future of the industry:
- Purpose-Driven Workplaces: Employees are increasingly seeking alignment between their personal values and the company’s mission. HR leaders must prioritize creating and communicating a strong sense of purpose to attract and retain top talent.
- AI Integration: Sensible use of AI can revolutionize HR by automating repetitive tasks, freeing up HR teams to focus on strategic initiatives. The key is to utilize AI to enhance, not replace, human interaction, providing employees with more meaningful engagement and support.
- Continuous Feedback and Real-Time Data: Implementing pulse surveys and real-time feedback mechanisms will become standard practice. These tools allow HR leaders to monitor workplace trends, drive motivation, and quickly adapt to evolving employee needs.
- Flexible and Inclusive Work Environments: The future of work is flexible. HR policies must support remote and hybrid work models, promoting inclusivity and ensuring that all employees feel connected and valued, regardless of their location.
- Mental Health & Wellbeing: The focus on mental health and well-being must go beyond providing tools and placing the onus on employees to build resilience. It’s time for leaders to step up and take accountability for creating sustainable workloads and detecting potential burnout early. HR leaders should shape work environments that support mental health proactively, ensuring a balanced and supportive atmosphere for all employees.
What are you most proud of?
One of the recent accomplishments of my People team that I’m most proud of is the significant reduction in attrition we’ve achieved at Beekeeper—cutting it by 50% over two years. This was a collective effort, driven by our shared commitment to creating a culture where employees feel valued, supported, and connected to our mission. A key to this success has been the innovative learning programs we’ve implemented, which encourage employees to take ownership of their development. It wasn’t just about improving retention; it was about fostering an inclusive environment where every voice matters and where people feel empowered to contribute.
What makes this especially meaningful is knowing that our internal success reflects the broader impact we’re striving to make with our product. At Beekeeper, we’re not just committed to our own employees—we’re committed to improving the lives of frontline workers globally. It’s incredibly rewarding to know that the same care we put into creating a positive environment for our team is mirrored in how our product helps frontline workers feel more connected, supported, and valued in their workplaces. The link between how we treat our own people and how our product helps others is something that makes me proud every day.
Do you have any advice for people entering the profession?
My advice for those entering the HR profession is centered on a few key lessons I’ve learned over the years:
Recognize the Power of Leadership: One of the most important things you can do early in your career is to work for leaders you admire and can learn from. Strong, visionary leaders shape company culture in profound ways, and being part of that process will teach you invaluable lessons about fostering an inclusive, high-performing environment.
Be Open to Innovation: Don’t be afraid to challenge traditional HR practices and pilot new ideas. Some of the biggest improvements I’ve seen—whether in employee engagement or operational efficiency—came from trying something bold. HR is evolving, and being adaptable is key.
Build Strong Networks: HR is all about people, and that extends beyond your immediate team. Build strong relationships with peers and colleagues in the broader HR community. Mutual support and shared learning will keep you grounded and help you navigate challenges with greater resilience.
Embrace Opportunities During Times of Change: When major organizational changes happen, like mergers or acquisitions, they can bring unexpected opportunities for growth. Early in my career, I stepped into a role during an M&A transition, which gave me the chance to take on new responsibilities and advance quickly. These moments of change can be a turning point in your career if you’re willing to step up and embrace them.
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