HRTech Interview with Louise Willoughby, Chief People Officer at Beekeeper

Louise, we’re thrilled to have you on HRTech Cube. To begin, could you share your journey to becoming the Chief People Officer at Beekeeper and what inspired you along the way?
Thank you for having me! My journey began in the hospitality industry, where I learned to navigate high-pressure environments and embrace a customer-centric mindset. Transitioning into tech, I had the privilege of scaling organizations like Pivotal Software while championing progressive HR practices. Despite my success in larger companies, I was drawn to Beekeeper for its noble mission of empowering frontline workers. Joining a smaller company with a purpose aligned with my values was an opportunity to innovate and foster a culture where employees thrive. What inspires me most is the chance to continuously refine how we work and build a people-first organization that empowers every team member.

How does Beekeeper support working mothers who balance their careers with family responsibilities, and what specific initiatives are you particularly proud of?
At Beekeeper, we embrace radical flexibility, allowing employees to work when and where it suits them best. This approach is especially impactful for working mothers, enabling them to manage both their professional and personal lives effectively. For expecting mothers, we take a proactive approach by discussing their options for returning to work, offering gradual re-entry plans, extended maternity leave, or part-time roles if needed. I’m particularly proud of our open dialogue and individualized support, which ensures mothers feel valued and supported at every stage of their journey.

What steps has Beekeeper taken to enhance workplace flexibility, especially for those in frontline roles, and how do these initiatives contribute to attracting a broader talent pool?
Flexibility is a cornerstone of Beekeeper’s culture. Radical flexibility allows employees to integrate work into their lives seamlessly, which has attracted candidates seeking progressive workplaces. For frontline roles, our mobile-first platform empowers employees and managers to efficiently manage shifts, time off, and communication. This technology has proven invaluable in addressing common challenges like understaffing, helping employers stand out to talent who value adaptability and supportive environments.

As a leader, how do you ensure Beekeeper’s culture empowers female employees, and what strategies have proven most effective in this regard?
Awareness and inclusivity are central to our approach. We host learning sessions to promote inclusive practices, ensuring that women feel heard and represented. Our Top Talent Program prioritizes gender equity, building confidence and leadership skills in women across our teams. Personally, I encourage open, thoughtful dialogue and prioritize incorporating diverse perspectives into decision-making. This approach helps create a culture where women feel empowered to contribute and lead authentically.

How do you assess the success of your initiatives aimed at supporting women in the workforce, and which aspects have been most impactful?
We utilize pulse surveys and dedicated D&I assessments to measure progress, alongside tracking female representation across all levels of the organization. Notably, seeing an increase in women taking on leadership roles is a clear indicator of success. Research highlights that while tech companies are improving overall diversity, leadership gaps remain. Our efforts to bridge these gaps have been among our most rewarding achievements.

“When you create a work environment that is truly welcoming both individuals and the organization will be able to reap the rewards of a stronger, empowered and inclusive workplace.”

What is your personal approach to fostering an inclusive and supportive work environment, and are there any strategies you find particularly effective?
Inclusion must be woven into the fabric of an organization. At Beekeeper, our D&I working group leads by hosting events and awareness campaigns, but the real key is embedding inclusivity into daily operations. Encouraging continuous learning, listening actively to employees, and creating spaces where everyone feels valued are strategies I find especially effective in building a truly supportive environment.

Looking ahead, what do you see as the next significant challenge or opportunity in advancing gender equality in the workplace?
To achieve real equity at work and home, the starting point must be government policy. Many companies are already exceeding legal requirements, but systemic change is necessary to create a level playing field. I’ve seen firsthand how Sweden’s approach to parental leave—where both parents are expected to share responsibilities—has transformed society. It’s now a norm that parents balance work and home life equally, fostering greater gender equity. Governments around the world should consider similar policies to enable true progress.

Before we wrap up, do you have any final thoughts or messages you’d like to share with our readers?
To my fellow HR leaders: focus on creating an environment that is truly welcoming for working mothers. These efforts pay dividends—not just for the individuals but for the organization as a whole. When we advocate for working mothers and empower them to thrive, we build stronger, more inclusive workplaces. In the long run, we all win with this strategy.