What is your role at Siepe? How did you find out about Siepe? And can you tell us about your background?
I’m Siepe’s first Chief People Officer, which is an exciting opportunity to help shape the next chapter of our people strategy as the company continues to scale. I was actually recruited into the role and from my very first conversations with the executive team, I was inspired by Siepe’s vision, leadership, and growth trajectory. The alignment between my passion for building high-performing, people-first cultures and Siepe’s goals made the decision easy, and I couldn’t pass it up on this opportunity.
My background spans across global tech, professional services, financial services, and fintech. I have worked in Brazil (where I’m from), Australia and Italy before graduating, and now in the US since 2016. My move to the US was part of a planned career relocation, sponsored by one of my former companies – an experience that not only changed my professional journey, but also allowed me to deepen my passion for bringing a global lens to people strategy and corporate America.
I started my career in retail and HR at Dell, where I focused on shared services and operations. From there, I stepped into more strategic people leadership roles at companies like De Lage Landen, Gartner, Marqeta, and most recently Momentum – a collection of companies, including PMG, Koddi, Further, built to power digital commerce. Across these organizations, I’ve led initiatives to accelerate businesses growth and scale, launch new offices, drive major organizational design and transformational efforts. Whether navigating hypergrowth or guiding organizations through restructuring, I’ve focused on building people-first cultures that are built to last and can scale sustainably.
How do you see the role of CPO evolving in a high-growth, tech-driven company like Siepe?
The CPO role today goes well beyond traditional HR. It’s about operating at the intersection of people and business. In a high-growth company like Siepe, the challenge is scaling with intention, not just adding headcount or launching programs that don’t move the needle on business performance. That means enabling the right organizational design, developing internal talent at the same pace as the organizational changes, and evolving how we collaborate. Sustaining and strengthening a culture where people feel connected to our mission and empowered to grow with the business takes intentional leadership and an ongoing commitment to iteration.
How do you plan to attract and retain top talent in such a competitive tech and financial services market?
It starts with being very clear on what sets Siepe apart – our mission, our values, our culture, and the unique opportunity to grow with the company as we scale. Candidates today want more than just a job, they want to know what we stand for and how they’ll grow here. That means being purposeful about both external hiring and internal development. We have to invest in the right tools, processes and talent experience to meet people where they are, while continuing to raise the bar.
I believe in hiring with intention, balancing cultural alignment with skills that complement our existing team, while adding fresh and diverse perspectives. We’re looking beyond resumes; we’re looking for talents who live and breathe true collaboration, lifelong learning, tech adoption, and building. As we grow, we’ll need to evolve our approach without losing sight of what makes Siepe special.
How will you help support leadership development and career growth across teams?
One of my key priorities is ensuring we have a strong internal pipeline of talent. Doing so requires structuring clear, agile career paths and providing our workforce with continuous feedback, coaching, and on-the-job opportunities to grow. When it comes to leadership development, it isn’t just about training. It’s about enabling people managers to lead with purpose, helping individuals see how their growth aligns with company goals, and giving our internal talent experiences that hone their skills and prepare them for their next opportunity.
My goal is to help Siepe sustain an environment where employees have clarity, support, and meaningful opportunities to grow – driving both individual success and the long-term success of our business.
What are your thoughts on using tools like AI or analytics to enhance employee engagement and performance?
I’m a huge advocate for leveraging AI and analytics, not to replace the human element, but to enhance it. AI can help us scale processes, reduce bias, and surface insights that lead to better decisions. Whether it’s using AI to assist with performance reviews, summarize interview notes, or coach managers on delivering feedback, the goal is to create more equitable, data-informed, and human-centered people practices. For me, a scalable, modern people leadership strategy combines empathy with technology to unlock potential, maximize efficiency, and create lasting impact.
As Siepe continues to expand both regionally and globally, how do you plan to scale recruiting efforts while maintaining high standards and cultural fit?
We’re already actively looking at ways we can multiply what’s working in our Dallas HQ across new markets like Houston, UK, and Kuala Lumpur. This includes implementing a consistent onboarding process, ensuring our established values are clearly communicated and reflected in ways that respect local and cultural nuances, and creating “moments that matter”(e.g. events, communication rhythms, and even things like quarterly celebrations). Siepe’s culture is high-integrity, collaborative, and driven. We’re a company that believes in performance and partnership — with our clients and with each other.
It’s also important to recognize that culture doesn’t necessarily mean uniformity. It means consistency in values and the employee experience. Each region we operate brings in unique context and customs, and we want to honor that while also ensuring people feel truly part of Siepe. We’re thinking globally, but acting locally, empowering local leaders, supporting workplace experience initiatives, and creating consistent touchpoints that keep our culture alive across time zones. As we grow, we’re scaling not only our business, but also the shared sense of connection, trust, and purpose that defines Siepe.
What excites you most about the direction Siepe is headed, and how does the people function play a role in supporting that momentum?
What excites me most is the opportunity to scale without losing our soul. Siepe has the foundation – the right people: smart, collaborative, and fun. We’re expanding our leadership team, complementing our existing experience and great leaders, with new ones who share our mission, our values we put into practice every day, and bring real momentum in the market.
Now it’s about enabling the next phase of growth through our people: developing talent, driving efficiency, and sustaining the culture that brought us here. The people function plays a strategic role in that journey – as a business partner, an enabler, and a steward of our values – ensuring we grow stronger, more connected and more impactful every step forward
Can you share a fun fact?
I’ve lived in four countries and have gone bungee jumping and skydiving, despite being afraid of heights! My favorite title is “Mom” to my six-year-old daughter, Barbara, nicknamed “Barbie” long before the movie came out! And our thing? Matching clothes/twinning… at least until she decides it’s cringe!
