Kate Westrin, Head of PX (People Experience) Partnering, Product Engineering & Americas at Xero, a global small business platform, thrives at the intersection of people and purpose. Leading a global team, she collaborates with senior leadership to foster a diverse and inclusive workforce that aligns with Xero’s ambitious goals.
With over 15 years of experience across the tech and healthcare sectors, Westrin brings a wealth of knowledge to her role. Her expertise spans a wide range of HR functions, including talent acquisition, employee engagement, and organizational development. As a seasoned leader, she excels at navigating change, integrating teams, and driving employee-centric initiatives that enhance the overall employee experience.
“My HR journey began unexpectedly,” Westrin shared with HR Daily Advisor. “My first role was at a hospitality company in a picturesque Colorado resort town. Supporting employees in that unique environment instilled in me a deep appreciation for how a shared connection can unite people and foster a strong sense of community.”
While initially drawn to companies whose products deeply resonated with her, Westrin soon realized that a strong company culture was paramount. “I learned that the key was finding an organization that prioritized creating a workplace centered around core values and empowered its teams to thrive,” she explains.
This realization led her to Xero, where she found an organization deeply committed to building a “beautiful business” – one that extends beyond its products to nurture a vibrant and purpose-driven company culture. “As Head of People Experience,” she says, “I’m excited to help build a culture that empowers our team to do their best work of their life and make a meaningful impact.”
In our latest Faces, meet Kate Westrin.
Who is/was your biggest influence in the industry?
I don’t have a single biggest influence, but I have been incredibly inspired by the female leaders at Xero. Our CEO and half of the Xero leadership team are female. That’s a powerful statement in and of itself.
As a female leader and mom of two school-age kids, it can feel incredibly daunting to figure out how to do it all and do it all well. The reality is that you can’t do it all well – it’s about prioritizing what’s most important and letting some of the other things take a backseat, as well as asking/letting others help. I’m grateful to have women leaders at the highest level at Xero who have shared their stories and spoken so authentically about this.
What’s your best mistake and what did you learn from it?
I have made countless mistakes throughout my career (and life). The most valuable lesson I have learned is to shift my mindset from dwelling on these mistakes to acknowledging and approaching them with curiosity. Earlier in my career, I was incredibly critical of myself, and mistakes felt almost paralyzing. By asking myself what I can learn and how I can approach things differently in the future, I have found how to move forward and carry these mistakes with me in a positive way.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My least favorite aspect of the industry is the fixed mindset view of HR, often seen as either a barrier or a transactional service provider. However, my favorite part of working in the industry is the opportunity to change that perception by partnering with business leaders who understand that caring for our people aligns with driving business results. When employees feel supported and understand how their work connects to the company’s broader strategy and goals, they are inspired to excel, which in turn drives business success. Increasingly, senior leaders recognize this and are engaged in driving business results from a people-centric perspective. This is where the business partnership role fits in, aligning with my passion for HR and the work of my team.
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.
Absolutely. My passion for HR stems from a genuine desire to create a supportive and inclusive environment where employees feel safe and valued. I was drawn to Xero for similar reasons. I didn’t know that “beautiful” and “accounting software” could go together. But at Xero, our approach to beautiful business extends beyond products and into the company culture as we strive to create an atmosphere that inspires our employees to do great work and help small businesses thrive.
I believe that when people feel comfortable and secure in their workplace, they are more likely to be engaged, productive, and innovative. This not only benefits the employees but also drives the overall success of the organization.
How can HR most effectively demonstrate its value to the leadership team?
HR can most effectively demonstrate its value to the leadership team by proactively identifying current and future business challenges and offering well-thought-out solutions. This approach requires a deep understanding of the business, keen attention to people metrics, and the trust and capability to tackle complex challenges.
Where do you see the industry heading in five years? Or are you seeing any current trends?
The people function is poised for significant transformation over the next five years as we address critical questions, such as:
- How can we harness the power of AI to reshape the employee experience?
- How can we ensure robust data and leverage predictive analytics to anticipate workplace changes?
- How can we support our employees in reskilling and upskilling to align with evolving business needs?
We are beginning to adjust our priorities to focus on these areas. From a business partnership perspective, I am also observing a shift in the required skills, experience, and capabilities necessary, with an increased emphasis on financial acumen and consulting skills to effectively engage senior business leaders.
What are you most proud of?
As I reflect on my time at Xero thus far, I am most proud of how our function has continued to navigate change and evolve, while also grounding ourselves in the company values. One of our biggest focuses currently is building a stronger performance culture. We are finding ways to strengthen this while also still maintaining our value of “we make it human” and empowering people leaders to provide specific feedback to support employees’ continued growth and development.
Do you have any advice for people entering the profession?
My advice to aspiring HR professionals is to focus on the values and culture that truly drive organizational success, rather than just what a company does. By prioritizing these elements, you can create a workplace where employees feel valued and motivated to do their best work.
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