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• Building startup compensation practices that clear, fair and competitive.

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• Insights and interviews showcasing startup people and compensation excellence.

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• The 1-day virtual summit delivering the playbook on modern practices for building and scaling your startup people practice.

How to Become a HR Consultant
• Sharing every detail of taking a business from zero to $500k in revenue per year.

Matt McFarlane

Thought I'd test out the new Claude HR skill... 

Guess our jobs are safe?

Building startup compensation practices 👉 Compensation Philosophy + Job levels + Salary bands.

After doing comp for a while, here's the 6 things I'd do immediately to get comp under control if I was a new Head of People.
 
I'm assuming you've come into a company where:
- Nothing exists
- You're the first people hire.
- There's <50 employees.
 
Yee-ha.﻿ Let's go.
 
1. Define a basic job level framework.
 
I'm talking basic basic.
 
Even something like: Jnr > Mid > Snr (+Founder = 4 levels).
 
That's all.
 
Just get a basic framework for distinguishing different role sizes. You can expand it later.
 
2. Level your people against the framework
 
- Jim = Junior
- Mary = Mid-level
- Tammy = Senior
 
Bonus points if you want to define the basis for putting them in those buckets (always good to have a rationale).
 
3. Build salary bands based on who you already employ (and pay)
 
Market data is nice but maybe not critical at this stage.
 
Instead: find the median salary at each job + level for the people you already pay
 
For example: junior software engineer.
 
See what the range is between lowest and highest paid.
Decide if it's too wide (20%+) or too narrow (<5%).
Congrats, you've got salary bands.
 
4. Define why someone is at the bottom vs the top
 
Important if you're going to mature these things. 

What dictates that someone is paid higher vs lower in your new band?
 
Don't have performance ratings or similar in place? Use something objective like tenure.
 
Not perfect, but a useful proxy in the short term (especially if you genuinely rate the people you've hired and kept).
 
5. Adjust your bands for hiring
 
Find your bands are holding you back in the market? Lift them.
 
Just remember to bring the current employees up with them.
 
Also make sure you're not accidentally compressing bands too close to one another, so lift the ones above and below, too.
 
6. Write all this stuff down (i.e. comp philosophy)
 
Help your people to understand how this stuff works.
- They'll appreciate it,
- You'll have more trust,
- And now questions can be answered a little more quickly.
 
Congrats, you have a halfway decent comp practice.
 
PS. let me know what is one thing you would add?

The best leader I ever worked with introduced themself with a ‘How to Work With Me’ guide. Here’s what it included — and why it worked so well.

I was new to the team, and so were they — I didn't know what to expect.
 
They didn't hire me — which led to feelings of:
- Would we get on together?
- Would they like me?
- What if they're a terrible boss?

But before we had a chance to connect over a call, something landed in my inbox and the inbox of each of their new direct reports.

It was a 'how to work with me' guide.
 
It introduced themselves and how they liked to work.

This was the first thing that set my impression.

- Not a flashy PowerPoint.
- Not a long-winded speech.
- Just a raw, honest doc.

The doc wasn't lengthy, but it was comprehensive — it covered things like:

• What they look for in their team
• How they like to communicate
• What great work looks like to them
• Their strengths and where they struggle
• How we could help them be better

They didn’t know us yet.

But this gave us immediate insight into who they were — and how to build trust and momentum quickly.

- There was no pressure to respond immediately.
- We read and digested it in our own time.
- And then we responded in kind.

That moment set the tone for our entire team culture.

We started sharing our own guides.
It encouraged us to do the same with our teams.
It scaled trust without needing synchronous time.

We talk a lot about onboarding processes and leadership styles.

Start here.

It’s simple, human, and unforgettable.

Have you ever received or written a ‘How to Work With Me’ guide?

I’d love to see your take 👇

If you're a People professional, your goal isn't to be liked, it's to be respected. Here's ten things I've seen teams do wrong, and the ten who get it right.
 
The true indicator of success in a People function isn't personal popularity, but creating a work environment that empowers its people.
 
Those that work work in People teams because they "like people":
 
1. Overpromise but under-delivers.
2. Give in to every demand.
3. Shy away from having difficult conversations.
4. Play favourites among people.
5. Avoids making tough decisions.
6. Avoids conflict at all costs.
7. Apply policies inconsistently, fearing backlash.
8. Side with popular opinion, not what's right.
9. Overlook performance issues.
10. Focused excessively on office parties and perks.
 
People professionals that earn respect:
 
1. Set clear expectations.
2. Take responsibility for mistakes.
3. Communicate effectively.
4. Balance employee needs with business goals.
5. Enforce policies fairly and consistently.
6. Handle conflicts professionally.
7. Supports addressing performance issues promptly.
8. Provides valuable, actionable feedback.
9. Develop effective training and development programs.
10. Uphold ethical standards at all costs.
 
The real currency in this profession isn't being liked, it's fostering an environment that enables employees to thrive.

What is one you would add to either of these?

Yesterday, ~900 people learned what to charge their clients as a HR consultant.

It's been the most uncomfortable part of my journey from in-house to a career that now earns me twice what my highest paid role ever did.

In this edition, I break down not only how to land on your rate, but the different pricing models I've used it for.

All in painstaking detail so you don't have to guess through it like I did.

And you can read it for free here: https://lnkd.in/gCrNXM-n

The god father of AI built a site that scores AI impact on jobs and, brb I'm going to re-skill as a Gardner.

Andrej Karpathy is one of the most influential AI engineers of the modern era — you can read more about him here: 

https://karpathy.ai/

He vibe coded a site that pulls US Bureau of Labor Statistics info and ranks their exposure to AI capability.

Check it out here:

https://lnkd.in/gYP-CXXy

HR Managers have an AI exposure of 7/10.

What's cool though is the brief description it gives on *what* will be disrupted.

And honestly, it's the parts I'm ok with being disrupted.

Check it out and let me know what you think and if you agree with its scoring.

I've rarely seen a careers page that actually made me want to apply.
 
- Stock photos
- Five values that could belong to any SaaS
- A culture paragraph that says everything and nothing
 
Meanwhile, the companies with real pull?

You hear about them because an employee jumps on LinkedIn and writes, "we just shipped this and I'm pumped"
 
If you're running the People function at a fast-growing SaaS and can't match Big Tech on salary, you know exactly why that matters.
 
The companies with pull have built something candidates already believe in before they've even applied.
 
In the coming edition of FNDN Series, I sat down with Lachlan Bradford, a brand and community builder in SaaS, and it reframed how I think about this for employees.
 
I'm breaking down the playbook in this week's newsletter.

Subscribe here (it's free): https://lnkd.in/gUTnpE_s

A lot of meetings could have been an email. Here's one of the best ways to filter the fluff.

One of the most powerful things I learned (way too late in my career) was how to become hyper efficient through meeting diligence. And there's one framework at the cornerstone of this.
 
It wasn't until I began working for truly remote companies that it dawned on me how much of an unlock it is to cull them wherever possible.
 
Historically, meetings were booked for anything and everything.
- Progress updates on projects/work.
- Regularly scheduled because someone decided it would be good to check-in.
- The ad hoc 'can I ask you something' that turns into a full blown half hour to an hour of your day - gone.
 
The fact is that these kinds of meetings kill the deep work necessary to deliver critical outcomes for you and your business. They distract you from true productivity, and harm your career in the process.
 
But then I was introduced to the POST framework — and we made it a pre-condition necessary for any meeting to go ahead had. 

The person who wanted the meeting had to include this acronym in the meeting request.
 
Here's what it stands for:

- Purpose: why are we having the meeting?

- Outcome: what goal should we accomplish by having this meeting?

- Structure: what are we doing in the meeting? Are we making decisions, or are we brainstorming something? what is everyone's role?

- Timing: how long is it going for and how does the agenda fit within this duration?
 
When you have to do even the most basic amount of work to even have a meeting you'd be surprised how many of the ad-hoc meetings fall away, and even the cyclical one's (each meeting needs to be justified).
 
Take this a step further.
 
If the meeting is a progress update, or is otherwise sharing information one-directionally, make it asynchronous and do it via written or video recorded update.
 
You'd be surprised how much faster things get done when you can read it and respond in your own time (with deeper thought or while listening at 2x speed).
 
It goes without saying that something like this needs to be adopted from the top down, but by piloting an approach and measuring the outcomes (reduced meeting time, improved output) you'd be surprised how easily the case stacks up to adopt this approach across a company.
 
Have you ever tried an approach like this at your company?

If Jeff Bezos says no team should need more than two pizzas, and AI means I’m now doing the work of a whole team — do I get both pizzas?

I speak to 100's of HR team's a year. Here's 5 steps the best ones are doing to embed AI.
 
Too many HR teams are either intimidated or overwhelmed when it comes to AI, and they're falling behind.
 
Instead, embrace the below steps and you'll be in the top 10% of People teams using AI.
 
1. Create dedicated, protected time
 
You can't just slap AI on top of your day job, or squeeze it in between meetings (duh).
 
The work you're doing today will always trump the deep focus time you need to be successful.
 
So carve it out, choose 1 of these:
- Commit 1-2 hours a day to AI, or
- Give 1 day a week to AI.
 
If you need to drop something to make this happen, do it. This must be higher priority than at least one thing you're team does or it won't get the attention it needs.
 
Protect the time, remove distractions — go into deep focus and spend it doing one of the things in the next step.
 
2. Time box it
 
If you're just starting out, commit to doing a short term blitz and then work out how to embed it longer term.
 
Here's a format you can steal:
 
6x week sprint:
 
Weeks 1-2: Focus only on learning/immersing yourself in what's possible

Weeks 3-4: Focus on testing the tools you saw in weeks 1-2

Weeks 5-6: Move from testing to actually building (what to build is covered in step 5)
 
3. Curate learning, don't create
 
There's so much free content available on using AI that you'd be crazy to spend money on it.
 
- Greg Isenberg
- Ruben Hassid
- Jeff Su 

These are just three (from dozens of) creators I love, who share genuinely actionable insights on embedding AI.
 
Spend time watching and seeing what can be done - this will get your brain subconsciously thinking about AI solutions for your team.
 
4. Empower your team
 
The key message here is: 'remove friction'
 
Time is a friction (tackled in step 1), but the second biggest one I see, is money.
 
Don't let budget be a blocker here.
 
If you're CEO wants you to embed AI practices (and you should to quit if they don't) — then securing a small budget is a no brainer.
 
There's so many tools - give your people a chance to trial a bunch of them and see what works.
 
Then:
- Keep the ones that work
- Remove the ones that don't
 
Don't make a big procurement process block game changing improvements.
 
5. Start small when building
 
Don't try to boil the ocean.
 
You won't be able to replace a HRBP in a week.
 
Instead, start small.
 
Pick the smallest workflow/process/interface under your remit, and start there.
 
Use your success here to build momentum and move up the value chain.
 
Don't let overwhelm and intimidation stop you from becoming a more effective People team.
 
Tell me, which step do *you* think is most important to embedding AI in People teams?

Even though my team smashed his team in the Great Debate on Pay for Performance, I actually agree with a lot of what James A Seechurn has to say.
 
So much so that after reading his book, I reached out to have him on the FNDN Series.
 
The book is 'What Pay Costs'.
 
It's incredibly good. The kind of book that makes you annoyed you didn't write it first.
 
I thought I grilled him for over an hour, poking holes in his idealistic views on how pay can work.
 
But actually, I just nodded along.
 
If you think most of the pay practices you see at work feel a bit broken — whether as a people professional, as an employee, or as a manager — this one's worth your time.
 
Subscribe to the FNDN Series to get a digest of the conversation, and a link to the full episode where we break it all down for you.
 
Join 5,500+ startup Heads of People here (it's free!):
https://lnkd.in/gUTnpE_s

Over the past 2 years I've been gradually refining my newsletter, written specifically for startup Heads of People. Lately, the investment has been paying off.

If you're the Head of People / CPO in a scaling company (50 to 500 people) 
👉 This is for you (it's free): https://lnkd.in/gUTnpE_s

Paying employees more money won’t motivate them.
 
But HOW you pay them will.
 
Here’s why
+ 4 steps to motivate your employees (without paying them more):
 
Employees don’t disengage because they want higher salaries.
 
They disengage because they see unfair pay practices.
 
When two people do the same job but one earns significantly more:
 
- Creates a lack of clarity on how pay decisions are made
- Makes pay feel random, not earned
 
But here’s where something interesting happens:
 
Double Demotivation Theory.
 
Double Demotivation Theory says there are two ways pay can make employees disengage:
 
1. People who believe they’re earning less than they should lose motivation.
 
That's the obvious one, but here's where it gets weird...
 
2. People who are being paid MORE compared to their peers ALSO lose motivation.
 
Now, this proves ONE thing:
 
It’s not just about more money. It’s about TRUST.
 
If people don’t trust the system, no amount of raises or perks will keep them engaged.
 
Fixing motivation doesn’t start with throwing more money at people.
 
It starts with paying fairly.
 
Here’s 4 steps to start paying fairly + keep your people motivated:
 
1. Have a clear, structured approach to pay
2. Make sure employees understand how salaries are set and why
3. Be transparent. Even if you don’t share every number, explain how decisions are made
4. Benchmark pay regularly. Ensure internal pay aligns with market rates — and that pay gaps aren’t eroding trust
 
TL;DR
 
Motivation doesn’t just come from bigger pay checks.
 
It comes from people knowing they’re being treated fairly.
 
People aren’t just demotivated by being underpaid.
 
They’re demotivated when they see OTHERS getting UNDERPAID. 
 
Pay fairly -> build trust -> drive motivation.
 
What’s one thing companies you'd like to see companies do today to make their pay practices feel more fair?

This is the most powerful tip I learned for growing a personal brand on linkedin:

You can just say stuff.

Block cuts 40% of workforce because AI - Stock pops 20%. Atlassian cuts 10% of workforce because AI - Stock drops 7%. 

Does the market think they should have gone deeper?

Or something else?

Jessica Z.

G'day. 

Before connecting: I love getting to know new people (and a connection request without us having previously met is fine) but please write a short note on 'the why' you'd like to connect. I get quite a lot of invitations without comment or context, and I am sorry to say they are likely to be overlooked.

I’m Jessica Zwaan, and I organise my thoughts by thinking and then writing down the bits that feel helpful - to me, and hopefully to you reading this. One of my favourite things to write about is how humans organise themselves into “work”: the mess, the meaning, and all the strange systems we build to make sense of it.

Outside of writing, I help companies notice what they’re doing (not the aspirational version, the real one) and redesign it so people can move with more meaning and less friction. It’s part anthropology, part product thinking, part structured nosiness.

Sometimes the work becomes a book.
Sometimes it becomes a new way to design work.
Sometimes it becomes a tool, a ritual, a way of seeing things differently.

I also write poems for fun, blogs, non-fiction, and occasionally stand on stages to talk about it all. Mostly, I’m just looking for ways to make life make more sense for myself (and, if I can, for anyone else I meet along the way).

Chief Operating Officer

It’s time for a change. 

Over the last few months, something in me has shifted. I've been feeling the work I care about most moving to the edges of my days. 

I've spent years thinking seriously about what makes work fulfilling. I went and wrote a book about it. 

It turns out I ought to apply that thinking to myself.

So I've made the decision to step away from my position at Talentful. I'm genuinely proud of what we built together, but I've reached the point where staying would mean continuing to drift from the things that matter most to me: writing, speaking, building things that sit at the intersection of human experience and work, and (critically!) travelling to be present with the people I love.

I recently read this paragraph from my new book at a dinner in New York. I felt, for the first time in a while, completely clear about what comes next.

I'll share what that is soon.

There's a lot of joy on the horizon. 

I can't wait. 🌅

Jessica Zwaan

Author of 📚 Built for People and 📚 Purpose and Work | Substack: mplbuild

What job is your job doing for you? Why do you go to work every day?

These questions have followed me for years. They sound simple, but they're not.

Work is a huge part of the front line of human experience. Almost everyone, everywhere, participates in some form of labour for most of their waking lives. And yet we've normalised the idea that finding it meaningful is a bonus... a nice-to-have, not a design requirement.

I wrote Built for People because I believed organisations could be built differently. I kept writing and published Purpose and Work because I realised the harder question wasn't structural. It was this: do people actually know what they're looking for? And does anyone at work create the conditions for them to find it?

That's what my second book is about. And I'm really proud of it.

It costs nothing to make people feel important.

You don't always have things to give, or advice to share, but you can always give someone your full attention and make them conscious of the fact they truly matter.

I'm wrapping up my last day at Talentful today, and the one thing I'm leaving with is a group of people who made me feel my work meant something, and that I had a positive impact on their days. Relationships I'll carry forward for years to come, no doubt.

Here are some of them. Once my colleagues, now my friends.
Chris Abbass, Evie-Rose Deighan, Shelby Rosen, Kathryne Friend, Alice Glen, Angela Nguyen, Angharad Parry-Jones, Evelyn Ochs, Keri Zaro, James Saunders, Natasha Ginn, Phoebe Johns, Rajone Morris, Kapil Kumar, Olivia Coca, Michelle Lind, Alex Lown, and so many more. So many, many more! 🧡

The skill that got me from CHRO to COO wasn't people strategy.
It was working in a way that truly unified HR and Finance data.

Thinking int his way let me show trade-offs and strategy the the language of revenue impact, not just 'engagement' or 'culture'.

Instead of defending HR best practice or big bets, I could propose commercial solutions that happened to involve people.

New HiBob data shows only 2% of organisations have this visibility. Which explains why:
68% say lack of relevant or timely data contributes to bad outcomes at least half the time.
65% say they cannot ensure fair pay decisions without a unified view of people and budget data.
63% worry about inconsistent metrics across teams

Whether you want to move into a more senior role across Ops or just want to speak the same language as your board as a CHRO, you need commercial fluency. And that requires seeing the full picture: people AND finance, together.
I've written about how I actually built this (and why it matters more than any certification) over in the HiBob community. Link in comments.

What's your biggest barrier to unified visibility? Systems, access, learning, or just priorities?

Download the full report here: https://lnkd.in/eDuVMCvd

Thank you so much to HR magazine for listing Purpose and Work as a top 5 new publication! So grateful to be listed amongst some other fab titles including friends of mine like David! 

I'm really, very proud of the work I've put into this new book, and I'm looking forward to all of the upcoming events where I can meet all of y'all who are already reading it.

Congrats to the other newly minted titles by Anne-Maartje Oud, Jen Fisher and Lily Zheng!

Want to grab a copy?
🇬🇧 https://lnkd.in/eMZrut7U
🇺🇸 https://lnkd.in/eS5Kmdc7

Gosh it feels good to be out in the world talking about my new book!!

Today is the day! Publication of my newest book in the US! 

Very excited to see it out in the world. 

Thank you to everyone who has pre-ordered, and if you've got your copy already I cannot wait to hear your feedback.

Co-Founder @ Calyptus | High Performance Talent at Scale | Blockchain & AI

Jessica Zwaan calls it “purpose theatre”

Companies craft big purpose statements… then run People like a helpdesk and cut the budget that actually builds the employee experience.

In this People Protocol:
- what founders do differently when building world-class teams
- why scale = “temporary incompetence” (and how to survive it)
- what AI has actually changed in People Ops

Read it here 👇

Jessica Zwaan has built people functions at some of the most fast-moving companies in tech, from Whereby to Talentful, navigating the high-stakes work

Open article: "AI hasn't fundamentally changed what good People Operations looks like" - Jessica Zwaan on the Reality of AI in HR by Callum Crombie • 7 min read

"AI hasn't fundamentally changed what good People Operations looks like" - Jessica Zwaan on the Reality of AI in HR

The easiest way to make an impact on people is to care about what you're doing without apology or restraint. 🧡 

Explore your interests wholeheartedly. Share how you feel about things that matter to you... be that work, people, or ideas that seem niche or uncool or too much.

The best teams I've been a part of felt the same way.... people who light up talking about their passions, who tell each other directly what they mean to them, who bring their enthusiasm into the conversation. That's where energy comes from.

Performed indifference doesn't leave a mark. 

Energy cast outward into the world always finds somewhere to land. 🌎

A kind of massive deviation from my usual content, but here goes...

This is something I wanted to share as I continue on my never-ending mission towards a deeper sense of fulfilment and purpose in this world. 🧡 

Context: I have a bit of an "extra" friendship group. We love creating experiences for each other, and being intentional with how we spend our time, conversation, and energy.

So, why not, lately I've been working on an unofficial "Master of Fine Art" at the School of... The City of New York. 🗽 

The Central Premise...

A real MFA develops three things simultaneously: technical literacy, critical thinking, and personal artistic voice. This version aims to do the same, the only difference is the classroom is the city itself. Gonna be a good Summer!

I’m going to catalogue and plan ahead of time, treating free museum entry, cheap theatre tickets, gallery openings, public performances, and community concerts as a sort of curriculum so that it’s almost free/very accessible. 

Before each event, I’ll get a brief to sharpen our thinking. After each one, hold a conversation where we genuinely interrogate what we experienced. Then, we end with a fun night of “graduation” to celebrate ourselves, art, New York City, life, wine (probably), and each other. ♥️ ♥️ ♥️

What we need for this MFA is simple...
Journal or sketch book which you will make weekly reflections and notes in
Ticket costs amounting to around $250-300 all inclusive if you wish to attend all events
Your time across 14 weeks of events, with around 3 to 6 hours per week, including discussion 

Interested? Come along! Or, if you're not in New York...maybe you could do your own in your city, I'd love to read what you'd do in London, Amsterdam, or your home town!

Open article: The Unofficial NYC MFA: Syllabus by docs.google.com

When I read things now I take a natural position that it was written by AI, and then I just... stop reading... if I find it lazy, polemic, unconvincing, or poorly written.

Whereas before I assumed a person wrote it and then... stopped reading... if it was lazy, polemic, unconvincing, or poorly written.

Sure, the quantity of content is higher, and the distribution of bad writing is higher (woof), but my behaviour hasn't significantly changed with the introduction of AI.

The filter was always there; AI just moved it further to the front.

All y'all who come along to one of my upcoming book launch events (dates coming soon!) will be treated to some special sticker packs to celebrate Purpose and Work's birthday! 🥳 

Events upcoming in:
📍 London
📍 New York City
📍 Berlin
📍 San Francisco
📍 and more...

Want to know more? Drop your name (or tag a friend) in the comments!

Calibration is a science and an art... but there is one tool trying very hard to push it closer to science. 🧪 

As we step into calibration season at Talentful I'm reminded of the amazing work happening at Incompass where they've just released a brand new free-tier where you can try their performance assessment and calibration tool with no sign-up friction! 🎉

If you lead a small, fast-growing team and want real visibility into performance, this is worth checking out. With the free plan you can launch your first feedback cycle, use structured rating and reporting workflows, and get immediate performance insights for up to 10 participants.

No commitment - just jump in and see the work the team has done around incentive compatible scoring and some real science behind peformance ratings. https://lnkd.in/dWyVtBP6

Last month I asked a question out loud to some friends: what would an arts education look like if you used the city itself as the classroom?

The conversation that followed made one thing clear... a lot of people are hungry for this, and not just in New York.

So: Living City MFA is now a real thing. www.livingcitymfa.com

14 weeks. 5 focus areas. Free museums, gallery openings, public performances, and cheap theatre treated as structured curriculum, with pre-event briefs, journal reflections, and genuine group dialogue after each one.

Roughly $300 all-in. Open to friends, strangers, and anyone curious enough to show up.

And if you're not in New York: what would this look like in your city?
I'm asking seriously. I'm also going to work on building a free, open-source guide to running a Living City programme anywhere in the world... any city, any season, any budget. Drop your ideas in the comments.

This post is exactly the kind of thing that my new book Purpose and Work has surfaced, and it brings me so much joy to see this kind of narrative out in the world (as opposed to intense "you have to love your company's mission and have that be your sole source of fulfilment")

I write ‘By Popular Demand’, a newsletter about marketing and pop culture 💕 Join #PopChat every Friday at 1pm ET 🎉

Saw this tweet and had to cross-post it on LinkedIn because this woman’s perspective is too good 🩷





credit: Iamivy05 on X

Absolutely gutted to be missing this one as I am heading to Vegas for TransformHR that following week... Londoners, go along!

“I've said it before, I'll say it again, these are the best PX events everrrrr. If you haven't been to one of these yet, you need to get there in 2026!” - Adam Horne

“Ahhh my heart. 🧡 I'm back in London with some of the UK's most brilliant People & Talent Leaders thanks for organising the incredible People Experience Live event.” - Jessica Zwaan

“Absolutely PUMPED! I've learnt so much and seen so many incredible people my tank is full ❤️ Today was exhilarating.”  - Marie Krebs

Just some of the beautiful reflections from some of my favourite PX People (and friends!) from the last PX Live event 💜

What an incredibly uplifting and enriching day it really was 🙌🏻

🫂 Friends were made  - seriously, deep connections turned to friendships that have endured well beyond the event.

💡 Aha moments were had - Oh, so THIS is what product-led PX really looks like - I get it now!

💜 Community was formed - for many, the first in-person meeting of virtual peers and connections - we came together and in doing so, we found our people.

☕️ Coffee was drunk - lots of it, and the good stuff! Speciality coffee for all to try - I like to share my passion for coffee, seems like a good excuse!

All of these things will be available in abundance when we run it back for SapienX presents: PX Live | London, on 20th March! 🥳

Only 4 weeks to go! 😱

It's going to be a day of connection, community, and a whole lot of product-led PX insights 🙌🏻

I am particularly looking forward to sharing the stage with Chris Metcalfe and sharing our vision for the way forward, a Product Operating Model for People Teams 🚀

Check out the full agenda and grab your ticket, today! 👇🏻 

https://lnkd.in/dSadz7tB

Be in the room!!

... or don't, I guess 😆 

That is an option too... 

But you will wish you had been, so why take the risk of missing out?! 😉

-------------------------

Huge thank you to our Headline sponsor: Humaans 💜

Thanks also to HowNow, our partner sponsor 🙌🏻

And to our feature sponsor Huggg 🎁

Couldn't do these events without the support from incredible brand partners who put their investment into the People and HR community 🙏🏻

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Matt McFarlane's LinkedIn Performance

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