Leadership Stories Unveiled: Elizabeth Potter
We sat down with Elizabeth Potter, HR Director and Senior People Leader, for the latest instalment of our Leadership Stories Unveiled series.
Take us through a defining moment in your career that shaped how you lead today.
One of the most defining moments came in 2021, when I led significant people changes in response to the organisation’s shift in strategy. To ensure recovery and future growth, we had to make difficult decisions that impacted our continued market presence across several international locations.
We faced rapid, complex choices that required balancing commercial realities with humanity. Designing and delivering a large-scale change plan that affected teams across multiple countries was incredibly challenging, but it reinforced for me that leadership isn’t about avoiding hard decisions — it’s about how you approach them. It was important for me that we prioritised empathy, transparency, and clear communication, and that experience shaped how I lead today: with honesty, data, and courage in equal measure.
Was there a time you chose growth over comfort, and what did that teach you about yourself as a leader?
Stepping from a UK-centric role into an international HR leadership position across multiple countries was definitely one of those moments. I knew the opportunity would accelerate my development and broaden my perspective, but it also meant stepping into a completely new space, away from the comfort of local knowledge and familiar ways of working.
It required me to adapt my style, leading through different cultures, time zones, and regulatory environments while influencing senior stakeholders in a complex, matrixed structure. It pushed me to become more agile and to trust in my ability to navigate ambiguity. Growth often comes when you step into the unknown, and that experience taught me that confidence doesn’t come from having all the answers, but from being willing to listen and learn from those around you.
Can you share an example where your HR strategy had a measurable impact on business performance or organisational outcomes?
A standout example would be a reward and performance redesign project I led in 2024. The business challenge was clear — improving the retention and return on investment of new starters. Using data, we identified the root cause of the issue: lower engagement levels and performance gaps during the early stages of employment.
To address this, we mobilised a cross-functional project team, drawing on internal subject matter experts and collaborating across HR, Finance, Reward and Sales. Together, we designed and implemented a new, market-leading reward framework aimed at attracting the right talent and recognising the behaviours that drive sustained performance.
The results were compelling with engagement levels increasing by 40 points, and we saw new-hire productivity and retention heading in the right direction. It was a tangible demonstration that when HR is data-led and commercially aligned, it becomes a true growth lever, not a support function.
People often talk about “people as a strategic asset.” How have you made that concept tangible in your work?
For me, it’s about directly connecting people strategy to commercial outcomes. Whether it’s restructuring operating models to drive cost efficiency or developing leadership accountability frameworks that lift engagement scores across regions, the key is measurability.
It’s equally important to challenge ourselves, our teams, and our stakeholders regularly by asking: “How will this initiative directly support our purpose and organisational objectives?” If it doesn’t, we have to be brave enough to redirect our efforts.
I’ve also embedded people plans and metrics into the leadership agenda, bringing people data to the forefront so leaders can see the return on investment in real time — whether that’s productivity per head, retention, or leadership impact. That’s how “people as an asset” becomes more than a slogan.
You’ve led teams across multiple countries — what have you learned about building trust and alignment across cultures?
Trust doesn’t travel automatically across borders, and a one-size-fits-all approach to people strategy simply doesn’t work across cultures. I’ve learned that cultural context matters enormously — what motivates a team in Tokyo may be very different from Brussels or London. Equally, while we may aim for consistency across a global organisation, we have to recognise that people priorities in one country won’t always mirror those in another.
The key is recognising these differences and adapting accordingly — dialling key parts of a people strategy up or down where necessary, to maintain alignment in a way that feels relevant and meaningful locally. You build trust by showing up, listening actively, and delivering on what you say you will. I also make a point of celebrating local success stories — they create connection and reinforce a shared sense of purpose, even across a dispersed team.
In global, matrixed organisations, what behaviours or mindsets separate those who thrive from those who struggle?
The people who thrive are those who can balance influence with collaboration. They’re comfortable leading without always having full authority and can operate effectively in the grey area where decisions, change, and initiatives aren’t always applied in exactly the same way.
In a matrix structure success depends on your ability to connect the dots, bring people together, and draw on past experience, all while staying focused on outcomes that deliver the greatest overall impact. Those who struggle often seek clear lines of control, but today’s organisations rely on flexibility, adaptability, and relationship intelligence.
How will technology, AI, and data analytics reshape the way HR drives strategy and influence?
We’re already seeing it in action. I’ve provided HR leadership for initiatives embedding AI and automation, and the potential is transformative — not just for efficiency, but for improving decision quality and enhancing both the colleague and customer experience. This shift can create uncertainty for some and requires significant changes in how roles deliver for future success.
The real power of the HR function lies in interpreting data and connecting it to human behaviour, using insights to influence approaches, develop skills, and guide decision-making. Leaders who thrive will see AI as an enabler, not a threat, and bring their teams along on that journey. Strong ethics and governance are critical too; technology should enhance human potential, not replace it.
Where do you see HR evolving over the next five to ten years, particularly at a global, board level?
HR will increasingly become the architect of organisational design and culture — shaping not just who does the work, but how work gets done, in alignment with an organisation’s values and purpose.
I see HR taking a stronger, more influential voice at the board table, grounded in analytics, ethics, and foresight. The concept of “culture as strategy” will continue to grow: how we attract, lead, reward, and develop people, with both a global and local perspective, will define sustainable performance far more than structure alone.
What keeps you motivated to drive change and innovation in HR, even in high-pressure, complex environments?
I’m genuinely passionate about people and the role talent plays in enabling organisations to evolve. There’s nothing more rewarding than seeing a team grow in confidence or a business unlock performance through stronger leadership. Driving initiatives that put people at the heart of change feels even more critical in fast-paced, high-pressure environments.
My motivation comes from impact — knowing that the work we do in HR directly shapes both people’s experience and the organisation’s success. I’m also driven by curiosity; the world of work is constantly evolving, which means there’s always something new to learn, test, and improve.
Outside of work, are there experiences or passions that have shaped how you lead?
I’ve always been drawn to experiences that stretch me, whether immersing myself in new cultures, mentoring and being mentored, or volunteering in community initiatives. These experiences constantly remind me of the value of perspective. Leadership is as much about empathy and awareness as it is about results. I aim to bring that same mindset into my work: staying grounded, curious, and genuinely connected to people as individuals.
With over 17 years of experience in HR, Liz has partnered with leaders across multiple countries, supporting organisations through growth, transformation, and change. From shaping operating models in global tech-enabled businesses to embedding large-scale cultural and performance initiatives, Liz understands that the heart of every successful business is not just strategy—it’s people.
Passionate about creating workplaces where colleagues can thrive, and leaders can make confident, data-informed decisions, Liz focuses on building high-performing teams, simplifying complexity, and developing people strategies that align with future-focused commercial goals.
