Terilyn Juarez Monroe didn’t plan for a career in HR, let alone leading people strategies at a cutting-edge healthcare company like Guardant Health. But her story is one of adaptability, purpose, and finding ways to bring people together to drive meaningful change. As Chief People Officer, Monroe combines her deep understanding of human dynamics with her commitment to diversity, equity, inclusion, and belonging (DEIB), helping to shape a culture that thrives on innovation and empathy.
From Journalism to HR Leadership
“I never expected to end up in HR,” Monroe admits with a smile. “I was the first in my family to go to college. My parents didn’t know anything about corporate America, so I was figuring things out as I went.” She graduated from San Jose State University with a degree in journalism and a minor in business, thinking she might pursue a career in media or law.
Then an internship in employee communications changed everything.
“I didn’t know what HR communications was, but I loved the challenge of connecting with employees and helping them feel informed and valued,” Monroe recalls. That internship set her on a new path, one that would take her from high-tech companies like Amdahl to leadership roles at Intuit and eventually Guardant Health.
During her 13 years at Intuit, Monroe explored every corner of HR, including an influential stint as the company’s first Chief Diversity Officer. “That role was eye-opening,” she says. “It forced me to think holistically about the employee experience and how we could integrate diversity, equity, and inclusion into everything we did—not as an afterthought, but as a core part of our culture.”
Joining Guardant Health: A Mission with Purpose
Monroe’s decision to join Guardant Health was deeply personal. “After my mother passed away from cancer, I felt drawn to work that connected directly to patients and their families,” she explains. Guardant Health, which focuses on innovative cancer diagnostics, offered just that opportunity.
“What drew me in was the leadership team, the industry, and the chance to drive real transformational change,” Monroe says. “This company is at an exciting point in its journey, and it’s incredible to be part of something so purpose driven.”
But the transition wasn’t without its challenges. Monroe joined during a time when many employees were working remotely or in hybrid setups. “The post-COVID world is complicated,” she says. “How do you create a sense of belonging for people who may never come into an office? How do you balance performance and accountability with the empathy and compassion we all leaned on so heavily during the pandemic?”
These are questions Monroe has been grappling with alongside her team. “It’s not about having all the answers immediately,” she says. “It’s about experimenting, listening to employees, and finding what works.”
Lessons from the Past
Looking back, Monroe says her time at Intuit shaped much of her approach to DEIB. “When I started as Chief Diversity Officer, we leaned heavily on Employee Resource Networks (ERNs),” she recalls. “We started with a women’s network and eventually grew to 13 groups representing everything from military veterans to faith-based communities.”
While the networks were successful in many ways, Monroe realized they were being overburdened. “We asked them to help with recruiting, product ideas, and community outreach—all while expecting them to create inclusive cultures internally,” she says. “It was too much.”
That experience led her to rethink how organizations should approach DEIB. “I realized it needs to be a partnership. Leaders and HR teams need to focus on embedding diversity and equity into systems and processes, while employees should concentrate on fostering inclusion and belonging in day-to-day interactions,” Monroe explains. “When those two pieces work together, that’s when you see real change.”
Embedding DEIB into the Everyday
Monroe’s current strategy focuses on making DEIB an integral part of how Guardant Health operates. “Unconscious bias training is a great example,” she says. “Instead of treating it as a one-off event, we’ve built it into our performance management training. It’s not a separate thing; it’s just part of how we lead.”
This approach ensures that DEIB doesn’t feel like an add-on. “When inclusion is woven into the fabric of the company, employees don’t even think of it as a separate initiative—they just see it as how we operate,” Monroe says.
Her personal background adds another layer of authenticity to her work. “Growing up as the daughter of a Central American immigrant, I’ve experienced both inclusion and exclusion,” she shares. “That perspective informs everything I do, from designing equitable pay practices to creating spaces where employees feel they truly belong.”
Listening to Employees
At Guardant Health, Monroe relies heavily on employee feedback to guide her strategies. “We’ve incorporated a DEIB index into our engagement surveys,” she says. “It helps us track whether employees feel valued, heard, and supported. It’s not just about collecting data—it’s about using those insights to make tangible improvements.”
The response has been encouraging. “What I hear most often is that people appreciate how natural it feels. DEIB isn’t something we ‘do’—it’s just part of how we show up,” Monroe says. “That’s the goal: to make inclusion seamless and authentic.”
Advice for HR and DEIB Professionals
For others in the field, Monroe has practical advice. “Start with alignment. DEIB needs to be tied to your company’s values and culture—otherwise, it will always feel like an extra box to check,” she says.
She also encourages leaders to embrace experimentation. “The workplace is evolving rapidly, especially with hybrid and remote work. We’re all figuring out what works, and it’s okay to try things and adjust as you go.”
Finally, she emphasizes the importance of empathy. “At the end of the day, organizations are made up of people,” she says. “When we help our employees thrive, the whole company benefits.”
Looking Ahead
As Guardant Health continues to push the boundaries of cancer diagnostics, Monroe is focused on building a workplace culture that mirrors the company’s innovative spirit. “This is an opportunity to create something truly special,” she says. “A culture where every employee feels they belong, and where their work connects to something bigger than themselves.”
For Monroe, this work is as personal as it is professional. “When I think about my mom and the patients who rely on what we do, it reminds me why this matters,” she says. “It’s not just about the policies or the metrics—it’s about creating an environment where people can do their best work and make a real difference.”
Lin Grensing-Pophal is a Contributing Editor at HR Daily Advisor.
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