“Leadership isn’t about standing in the spotlight—it’s about creating an environment where others can shine.”
Keili Glynn, Chief People Officer at Authentic Brands Group, didn’t set out to become an HR leader at the start of her career, but her journey is a testament to the power of adaptability, purpose-driven work and a deep commitment to people. For her, HR is far more than policies and procedures—it’s about fostering a workplace where people thrive and businesses succeed.
Her leadership philosophy revolves around creating high performing teams by enabling individual growth, championing inclusivity and ensuring employees feel valued. From scaling HR operations at global sports technology startup Sportradar during its IPO to shaping culture at renowned media companies like Condé Nast, Penguin Random House and Consumer Reports, she has honed a leadership style that prioritizes authenticity, adaptability and impact.
As a people-centric leader, Glynn believes that “HR should be a strategic driver of business success rather than a reactive function.” She sees the Chief People Officer role as a balance between advocating for employees and aligning with business objectives. Whether mentoring future leaders, redefining HR as “People & Culture,” or ensuring executive teams stay connected to their workforce, Glynn remains committed to fostering an environment where its people can thrive. Her path to leadership offers a compelling roadmap for aspiring HR professionals looking to make a meaningful impact.
Path to become Chief People Officer at Authentic
Glynn recalls that her journey into human resources began unexpectedly but turned into one of the most pivotal moments of her life. Despite a degree in Public Relations, dream of living in NYC and passion to work in sports, she entered a tough job market having graduated following the events of September 11th. A recruiter sent her on an interview for an HR Assistant role. “I reminded him I studied PR, not HR, but he suggested I give it a try despite me not having any idea what an HR department did.” That decision led to her meeting an incredible first boss who took a chance on her, opening the door to a career she never initially considered.
Glynn emphasizes the importance of working for a company that aligns with personal passions. “As an HR professional, one represents the company to candidates, fosters culture and ensures both employees and the business thrive.” She found alignment at top media and publishing companies where HR was valued as a critical function rather than just a back-office role. At these companies, Glynn saw HR “pull a seat up to the table” and become one of the CEO’s most trusted advisors.
Seeking a new challenge after spending her early career learning how well-established organizations manage HR, Glynn joined Sportradar, a sports technology startup in hyper-growth mode. The company was expanding globally and gearing up for an IPO, providing her with firsthand experience in scaling international HR operations during rapid growth. The founder-led startup environment exposed her to a culture where employees weren’t just numbers on a spreadsheet but key contributors to making a founder’s vision a reality.
Ultimately, this path led her to Authentic, a 15-year-old powerhouse that has achieved unprecedented growth. With a global team of just over 500 passionate employees, the company owns a portfolio of iconic brands, such as Reebok, Champion, Brooks Brothers, Nautica, Nine West, Sports Illustrated, David Beckham, Shaquille O’Neal, and more. As the world’s second-largest licensing company, Authentic is a true industry leader, and leading the people function at such a dynamic company is an honour Glynn deeply values.
Passion for people-centric leadership
“People-centric leadership is founded on finding your joy in seeing others succeed,” Glynn believes. “It’s not about you or your ego; it’s about helping others drive for results and achieve their full potential. My passion lies in creating an environment where individuals are empowered to drive results and grow professionally.”
Leadership philosophy and evolution
Glynn’s leadership philosophy is simple: Surround yourself with smart people and do everything you can to help them grow and succeed. Early in her leadership journey, she assumed being a great HR Business Partner was enough to be a great leader. However, she quickly realized that leadership required self-awareness, adaptability and an ability to tailor support to each team member’s needs.
An executive coach also played a transformative role in shaping her leadership style, helping her process feedback and refine her approach. She emphasizes that “having a high-performing team is great leadership and often means hiring people who balance out your shortcomings.” As a leader, her focus is to “block and tackle” for her team so that there are no barriers to the work they deliver, as well as giving them the guidance, feedback and recognition that fuels their professional growth.
Core purpose of a Chief People Officer beyond managing HR functions
Beyond overseeing HR operations, Glynn sees the Chief People Officer as a strategic partner responsible for maximizing a company’s biggest investment: its people. Having a seat at the executive table means balancing business needs with employee well-being. Often, these priorities can be in conflict, and it’s the CPO’s role to find solutions that serve both. Additionally, she highlights the importance of staying close to talent, offering executives feedback and ensuring leadership is held accountable for fostering a strong workplace culture.
She believes CPOs play a critical role in providing leaders, especially the CEO, with honest insights about company culture, ensuring they remain connected to their teams and driving employee engagement for long-term success.
People-first culture
To Glynn, a people-first culture starts with shifting the mindset from “human resources” to truly valuing talent as individuals, not just a resource.
At Authentic, this belief led to the rebranding of HR as “People & Culture.” She stresses that fostering an engaging workplace isn’t just HR’s responsibility; it’s a “shared responsibility that every employee contributes to; however, the department formerly-known-as-HR should feel responsible for fostering it.”
To ensure employee voices are heard, Authentic conducts an annual engagement survey, providing data-driven insights into areas of success and opportunities for improvement. The company also leverages a People & Culture Business Partner model, ensuring HR professionals work closely with individual teams to support their unique needs and drive global programs that enhance performance and engagement.
By embedding these principles into daily operations, Glynn ensures that the human element remains at the core of the company’s success.
Meaning of authentic leadership
Glynn believes that authentic leadership is deeply relevant at Authentic—given the company’s name. She emphasizes that every leader has a natural leadership style, which forms the foundation of their leadership brand. According to Glynn, trying to lead in a way that contradicts one’s natural approach results in inauthenticity rather than inspiration.
She highlights the importance of adapting one’s leadership style to different situations and audiences while staying true to one’s core values. A key principle for her as a female executive is to support and elevate other women. She has observed that some female leaders hinder other women’s growth to protect their own status, which she sees as detrimental to gender equality. Glynn is committed to championing women’s career progression, mentoring and ensuring their voices are heard in professional settings.
Work-life balance
Glynn describes her approach as “work-life compatibility” rather than balance, recognizing that it will never be an even split. “As a single mom, leaving my house every day will never just be for a paycheck. The work has to be meaningful to be worth time away from my two amazing kids,” she said. “Fortunately, I am one of those lucky people who truly loves what I do and find purpose in my work, so my personal and professional lives aren’t in conflict with each other.”
To manage both effectively, Glynn optimizes every hour of the day—whether it’s running at 4:30 a.m. or clearing emails during her commute. She stresses that technology enables professionals to remain present in their personal lives while staying effective at work, ensuring they don’t have to sacrifice key moments with their families.
Evolution of CPO role
Glynn acknowledges that the way people work has shifted significantly since the pandemic and continues to evolve with new generations. She believes that Chief People Officers must be adaptable, continuously rethinking how to recruit, retain and develop talent to meet changing workforce expectations.
She sees no universal roadmap for leading People & Culture, as each organization has unique needs. Relying on outdated methods, she warns, would make the function obsolete. For Glynn, true impact is reflected not only in traditional HR metrics, but also in everyday moments—such as when an employee personally acknowledges the positive influence of the People team. Ensuring a company’s present success while futureproofing the often-unknown road ahead is the legacy she hopes to build through her work.
Advice for future leaders
Glynn advises aspiring leaders in people-focused roles to reject the notion that HR is merely a “service function.” She underscores that generations of HR professionals have worked hard to earn a seat at the decision-making table by demonstrating the value it brings to the business, specifically how people initiatives have a direct correlation to business results.
She encourages leaders to be proactive, anticipating organizational needs before they arise. For instance, if a company plans to expand into new global markets, “HR must be prepared with the necessary talent pipeline and infrastructure to support business growth,” she said. “In my view, People & Culture should never be the reason a business is delayed. Instead, it should act as an enabler of success by maximizing the impact of its most valuable asset—its people.”
