Year-end planning has a way of inviting perspective. It asks us to look at where we have been, what we have learned, and what we are intentionally building toward. This year, that reflection feels particularly meaningful to me. We have been growing from a lifestyle-oriented business into a company with structure, scale, and a clearer vision for the future.
Growth like that is both exciting and challenging. It is a unique experience to work through these challenges within your own company while simultaneously guiding clients who are experiencing the same opportunities for growth. It validates that the growing pains of scaling a business are universal, but the solutions must be specific and intentional.
As we look toward 2026, the role of Human Capital is shifting from a support function to a strategic driver. The organizations that win next year will be the ones that treat their people strategy with the same rigor as their financial strategy.
The Reality of Succession Planning
A significant part of our evolution this past year has been executing our succession plan. This is often a buzzword in business circles, but living through it requires a different level of commitment.
Like many of our clients, we have seen meaningful leadership transitions internally. Our CFO stepped into the CEO role. Our Controller stepped into the CFO role. Our Founder is stepping into an Advisory role. All of that change represents both progress and a personal shift for everyone involved.
Building people organically is rewarding, but it does not happen overnight. It requires patience, shared understanding, and a willingness to stretch. We have asked our teams to learn new skills, take on new perspectives, and adapt in real time. That takes trust. It takes communication and grace with each other while we figure things out.
The Leadership Shift: From Solver to Guide
Stepping in to fill big shoes and create your own imprint is nothing short of a small mountain to climb. However, the climb is not just about acquiring new technical skills. It is about a fundamental shift in mindset.
For our leaders, moving from being the person who solves every problem to the person who guides others in solving them is real work. It is a transition that requires letting go of older habits that once served the company well. In a smaller “lifestyle” business, the leader is often the hero who saves the day. In a scalable enterprise, the leader must become the architect who builds the systems.
Growth often looks like that: recognizing what got us here and thoughtfully deciding what needs to look different going forward. This involves making difficult decisions along the way, often regarding resource allocation and delegation. If you are currently leading a growing team, ask yourself: Are you solving problems that your direct reports should be solving? If the answer is yes, you are likely the bottleneck to your own growth.
Operationalizing Clarity: The Power of Language
Across the organization, we have been more intentional about aligning expectations, roles, and even language. Sometimes, getting everyone on the same page starts with focusing on the basics, such as agreeing on what key terms actually mean.
One of the biggest hurdles in Organizational Change Management is ambiguity. We have focused heavily on defining who actually owns the project versus who is just responsible for supporting it. That clarity matters. It helps us collaborate more effectively and reduces the friction that comes from assumptions or unfamiliar perspectives.
It can also identify large gaps in process and skill gaps in talent. When you clearly define a role, you may realize the person currently sitting in it needs upskilling to succeed in 2026. This is not a failure. It is an opportunity for Talent Development and honest conversation.
Breaking Down Silos: Integrated Talent Pools
This year, we also began shifting from service silos to more integrated talent pools and product teams.
In the past, it was easy to let departments operate independently. However, as client needs become more complex, they require a multidisciplinary approach. This new structure allows us to deliver work more cohesively and respond more directly to client needs. It reflects our belief that our clients experience us as one organization, not separate departments.
By moving toward integrated teams, we are not just improving efficiency. We are creating a better employee experience. Team members get exposure to different aspects of the business, fostering cross-functional empathy and innovation.
Priorities for the Chief People Officer in 2026
At year-end, as a Chief People Officer, I focus on a few grounding priorities. These are not just HR tasks. They are business imperatives that ensure our Human Capital Strategy aligns with our financial goals.
- Talent Clarity
- Assessing organizational capacity and clarity of roles to ensure the structure supports next year’s goals. Do we have enough people? More importantly, do those people know exactly what success looks like in their roles? If a role is ambiguous, performance will be ambiguous.
- Leadership Capability
- Reviewing leadership readiness and development needs, especially in newly expanded or evolving roles. As we scale, the skills that made someone a great manager of 3 people may not be the skills needed to lead a division of 30. We must identify these gaps early and invest in training.
- Resource Investment and Allocation
- Reviewing if human capital investments are producing the right ROI on Human Capital to drive business outcomes. Talent is often the largest line item on the P&L. We must treat it like an investment portfolio. Are we getting a return on our hires? Are our benefits packages attracting the right talent? Are we spending money on training that actually changes behavior?
- Culture as a Performance System
- Evaluating if culture is operating as a performance system where we are reinforcing behaviors that actually move the business versus performative in nature. Culture has been a major focus for us this year. Not just what we believe, but how we show up for one another and for our clients. We have been holding each other accountable in ways that feel constructive and supportive. Our values are reflected in actions and behavior, and we have tried to stay close to those values even when challenged to take an easier route. True culture is not about perks or happy hours. It is about what happens when things go wrong. Do we point fingers, or do we solve the problem? That is the culture that determines scalability.
Growth is Intentional
One thing that has not changed is our belief that our people are our strongest differentiator. And we also recognize that talent challenges are solvable. We can support growth, provide development pathways, and bring in new capabilities where needed to drive business outcomes.
Looking back, I am proud of the progress we have made. We are learning, adjusting, and building with intention. We have let go of some old patterns and discovered new strengths in the process. And we have done it together.
We enter the next year with clarity, steadiness, and a shared commitment to who we are becoming. Growth is not always graceful. But it is intentional.
Nicole Devine
CPO, PBO Advisory Group
[email protected]
(858) 622-1681
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Articles & Podcast on Year-End Planning
Francesca San Diego, CEO | CEO Reflections: Strategic Planning and Leadership Lessons for 2026
Jennifer Rebis, CFO | Year-End Reflections: A CFO’s Perspective on Resilience, Growth, and the Road to 2026
PBO Leadership Team | A Leader’s Guide to Strategic Year-End Planning: Aligning People & Money for 2026
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