The Evolution of HR Leadership: An Interview with Jackie Lanham

Daniel Wood speaks with industry leader, Jackie Lanham, to discuss the changing scope of HR and CPO roles.

Can you tell us a bit about your career journey and what led you to your current role?

My HR career has spanned multiple industries and international geographies, from retail with Tesco and The Co-op, to finance with JP Morgan Chase and Aviva, and manufacturing with Rexam and Hilton Foods. I’ve also been a Board Advisor to PAS Solar, an organisation that provides solar energy and equipment in Nigeria; and The WorkTech Group, an AI-driven workforce management business.

Three key moments stand out:

1. Business growth & strategy: At Hilton Foods, I worked with the Executive Team to drive expansion - adding new product categories, completing five acquisitions, taking over and growing the Australian JV, entering new markets (New Zealand, Canada, Belgium), and securing FTSE 250 status, increasing revenue from £1.2bn to £4bn.
2. Managing acquisition & safety improvements: At Rexam Plc, I led our global HR change programme through the acquisition by Ball Corp, stabilising employee attrition at 4%, cutting serious safety incidents by 50%, and increasing sales by 2% despite the uncertainty of the lengthy acquisition.
3. Improving efficiency & cost savings: At Aviva, I aligned HR with business needs, eliminated duplication, strengthened leadership, streamlined operations, and boosted customer satisfaction - delivering £15m in savings.

A seasoned HR leader with a track record of driving business growth, navigating complex acquisitions, and delivering measurable impact across global businesses, I specialise in aligning people strategies with commercial success to foster resilience, efficiency, and sustainable results. At the end of 2025, I transitioned from my role as Chief People and Culture Officer at Hilton Foods to embrace a portfolio career, dedicating my expertise to helping businesses and individuals navigate change and achieve lasting results.

How has the role of Chief People Officer evolved in the consumer and retail sector over recent years?

The role has shifted dramatically in recent years. Once focused primarily on HR operations, it has become a strategic leadership role that directly influences business success.

Some of the key changes that I have experienced include:

• People strategy as business strategy: CPOs are now central to shaping company culture, workforce planning, and leadership development, ensuring talent aligns with business objectives.
• Navigating constant transformation: The sector has faced rapid change from digital disruption to evolving customer expectations. CPOs play a critical role in driving agility, managing change and fostering innovation.
• Employee experience & engagement: With competition for talent increasing, CPOs focus on creating workplaces that attract and retain top talent, prioritising well-being, equity, diversity and inclusion.
• Technology & AI integration: AI and automation have revolutionised workforce management, requiring CPOs to lead digital HR strategies that empower employees to adapt while maintaining productivity. Beyond HR, they must anticipate and navigate the profound impact these advancements will have on commercial operating models - an evolution that is not only the most significant shift in recent years but one that will accelerate at an unprecedented pace.

The modern CPO is a business strategist, commercial leader, culture architect and change driver.

What do you think the next generation of HR leaders need to succeed?

The next generation of HR leaders will need to be sharp, adaptable and people-focused to thrive in a fast-changing world.

They can set themselves apart by:

• Thinking beyond HR: It’s not just policies and processes anymore, but also understanding business strategy, financials, and how talent drives success.
• Handling change like a pro: Hybrid work, new regulations, shifting expectations -workplaces won’t stop evolving, and future HR leaders must be ready to pivot fast.
• Putting people first: Great HR leaders build cultures in partnership with their leadership teams where people feel valued and thrive. They will coach and be cheerleaders for their people.
• Speaking up & making an impact: The best HR leaders challenge outdated practices, pushing for positive change.

Ultimately, their focus must be on the key drivers that shape business growth and success -both today and in the future.

How do you like to spend your time when you are not leading the people agenda? Any passions or routines that keep you grounded? 

I stay active—whether it’s the gym or a walk, movement helps keep my body and mind balanced.

I’m currently turning an old abattoir (yes, really!) at the end of our garden into a home - a project full of unexpected twists, questionable past lives and the occasional "What have we gotten ourselves into?" moment.

I also mentor across generations and industries, learning fresh perspectives that challenge my thinking and keep me grounded. And on Fridays, nothing beats a trip to the local pub for a beer and live music.

By balancing professional commitments with personal passions, HR leaders can remain both grounded and inspired, ensuring they can continue to make a positive impact in their organisations.