Amanda Sedars
Chief Human Resources & Risk Officer
Mindr
HR's Secret Weapon in Fast-Paced Private Equity: Law, Logic & Human Connection
Thesis
“A strong legal foundation, coupled with a relentless focus on human connection and strategic networking, empowers HR leaders to navigate complex, fast-paced environments like private equity, driving performance while building resilient, values-driven cultures.”
What you'll take away
- 1Leverage a legal background for critical thinking and due diligence, especially when navigating complex compliance across numerous jurisdictions in HR.
- 2Adapt HR strategies to the accelerated pace and 3-5 year cycles of private equity, prioritizing rapid impact, performance, and cultural assimilation post-acquisition.
- 3Implement structured remote work strategies like common LMS for consistent training, bi-weekly 'Intune sessions' for feedback, and a 'camera-on' policy to humanize interactions.
- 4Cultivate professional networks and conduct informational interviews to navigate career transitions, find purpose, and build a career 'built by people.'
- 5Recognize that even introverted leaders can foster strong, values-driven cultures by intentionally building relationships and investing in their team members.
What most organizations get wrong
- •The value of a legal background in HR isn't about memorizing laws, but about developing critical thinking to ask good questions and foresee unintended consequences.
- •In private equity, time is a luxury HR doesn't have; initiatives must be designed for rapid impact within tight 3-5 year hold periods, contrasting with traditional corporate pacing.
In Amanda's words
“I had always thought of myself as an attorney, and it wasn't even so much that other people couldn't see me differently. It was more like, how do I really hone in on what gets me up in the morning? Why did I go to school to be an attorney in the first place? And how is that transferable across careers?”
This quote highlights the identity struggle faced during a significant career transition from law to HR.
“We don't have— time is something that, that is a luxury we don't have in private equity.”
This succinctly captures the unique, high-pressure environment of HR within private equity firms.
“Number one was a common LMS that allowed for live side-by-side training... to approximate that live in-person training experience.”
This reveals a specific, actionable strategy for effective remote training and maintaining quality in a distributed workforce.
“It's really just important for us to humanize the work... everyone's got their camera on... I'm not hiding behind email or, or a gray screen.”
This emphasizes the deliberate cultural practice of 'camera-on' to foster human connection and trust in a remote setting.
“I think that the trick about a legal background is not so much that you know everything about the law... but more that it allows you to ask really good questions about what you're hearing or the facts that are in front of you.”
This redefines the value of a legal background, shifting the focus from rote knowledge to critical thinking and proactive problem-solving in HR.
“I wouldn't be here if it wasn't for the network of people that I have encountered, that I've worked with, that have believed in me and that have been willing to take my call.”
This powerful statement highlights the profound impact of professional relationships and networking on career progression and leadership success.
The problems this episode addresses
- •Organizations in private equity facing immense pressure to achieve rapid performance and integrate new acquisitions quickly, often with underdeveloped HR processes.
- •Companies with large remote workforces (especially call centers) struggling to replicate effective in-person training and maintain high levels of employee engagement and retention.
- •HR teams operating across all 50 US states and Puerto Rico, burdened by the complexity and constant changes in jurisdiction-specific employment laws and compliance.
- •Leaders, particularly introverts, seeking effective strategies to build and nurture professional networks that are crucial for career growth and organizational influence.
- •Teams needing to establish or formalize HR best practices for newly acquired companies that previously lacked structured HR functions, to help them acclimate to a larger corporate environment.
In this episode
Built by People podcast features insights from world's top HR leaders
Built by People
You went to law school intending to become a prosecutor
How a former prosecutor transformed her career path
Amanda transitioned from being an attorney to working in HR
Amanda transitioned from being an attorney to working in HR
Amanda, working in HR within private equity seems to have unique expectations
Private Equity HR: Pacing Expectations
Mindr transitioned its workforce to 80% remote across 50 states and Puerto Rico
Mindr Technology Expands Remote Workforce
Amanda's legal background has helped her navigate complex HR situations in private equity
How Has Your Legal Background Help You Navigate Complex HR Situations
Amanda, what parting advice would you like to share with our community
An Introvert's Final Thoughts on HR
Topics covered
Organizations and entities mentioned
Full transcript
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