Wolf&Grayson EditorialRichard Hinton built his career on one belief: HR should be more than policy and process. It should be about purpose, alignment, and people. “I’m not an HR person. I’m a people partner — I’m a modern people partner. So, I want progressive, innovative stuff,” he explains. The distinction is critical. Where traditional HR is often reduced to payroll, compliance, and benefits administration, Hinton sees the true value in aligning people strategy with business strategy. “Modern people partners operate at the intersection of culture, strategy, and performance. We’re not here to enforce rules, we’re here to create environments where people and the business grow.”
“CEOs often forget that one of the most valuable assets that organizations have, outside of their IP or product, are their people,” says Hinton. “A lot of times folks don’t know what to do with people. They don’t know how to develop them, how to align them, or how to communicate with them. That’s where a people partner comes in.” Today’s People function should sit at the heart of business growth. People partners, can reduce risk, fuel growth, and drive cultural alignment across organizations.
The Strategic Value of People Partners
Throughout his career, from early roles at Gillette to leading people strategy at Assembly OSM, Hinton has focused on translating strategy into action. “As a people partner, I always think about how we can get better aligned to ensure that we’re all moving in the same direction,” he shares. “It’s not just about putting a plan on paper either, it’s about connecting strategy to the small moments: how teams meet, how leaders listen, how priorities cascade through culture.” Hinton has driven measurable results, including improving retention by 20% through workforce strategies, boosting diverse leadership representation by 25%, and cutting $20,000 in inefficiencies by streamlining HR tech systems. “I really want to be able to say and feel like I’ve added value and had an impact on the growth and the success of an organization,” he says. “Every business outcome is a people decision in disguise. You want to scale, innovate, or stabilize? It all comes down to who you hire, how you lead, and what you prioritize.”
Embracing Change and Innovation
In times of transformation, the People function plays a central role in helping organizations navigate uncertainty. Whether it’s adopting AI, shifting to hybrid work, or staying competitive globally, People leaders are essential to translating disruption into progress.
“We’re often the first to see how change lands—and the ones responsible for making it stick,” Hinton explains. “People don’t resist change; they resist change without meaning. I help leaders connect new tools or workflows to a bigger story, so the shift feels purposeful, not performative.”
Technology is a clear example. While some worry about AI replacing HR, Hinton sees it differently. “AI can automate the task, but it can’t build the trust. That’s still our job as People leaders. I use tech to remove friction—not connection.”
This balance of innovation and intentional leadership allows organizations to modernize without losing their human core.
Developing Expertise and Driving Impact
Hinton attributes much of his own growth as a people partner to managers, mentors and sponsors who challenged him to think strategically. “I absolutely believe the skillset is teachable. But partnering with people? That’s a different muscle. I don’t think I really realized that I was utilizing those skills until I became a team of one. That was when I recognized I could think more strategically, and this is the impact that I can bring to the organization. That mindset shift changed everything, not just in how I delivered, but in how I coached other leaders to see People strategy as their strategy.” His approach — data-informed, people-first, and deeply rooted in business outcomes — continues to shape early-stage companies and established organizations alike. “I’m not here just to do payroll and benefits. I want to be able to drive change, add impact, and ensure people are aligned with the mission, vision, and values.”
The Future of People Partnerships
Looking ahead, Hinton sees CEOs and executives leaning more heavily on People Partners to guide strategic decision-making. As AI integration, leadership development, and DEI efforts reshape the workplace, executive teams are starting to understand what modern People leadership really delivers.
“People strategy is business strategy,” Hinton says. “And when it’s done right, it doesn’t just check boxes—it fuels belief, sharpens focus, and builds cultures that scale.”
He believes the best People leaders won’t just have a seat at the table. They’ll be trusted to shape what happens at the table.
“The best People leaders help everyone at the table work better together,” he continues. “I’ve built deep trust with CFOs, COOs, and CTOs, because when People Partners understand the whole business, not just the HR lens, we move faster and make better decisions. That’s the kind of leadership I bring, and the kind of partnership companies need now more than ever.”
I partner best with organizations that value culture as a business driver. Whether you need a fractional executive, strategic consultant, or full-time People leader, I’m open to the right opportunity.
