Meet the mind behind GRID’s people strategy. Brittany Patton, our Chief People Officer, shares her journey and the core motivations driving her work. Get a glimpse into her insights on leadership and staying genuinely connected in today’s dynamic professional landscape.
1. What led you to the role of Chief People Officer, and what motivated you along the way?
I studied psychology as an undergrad because I’ve always been fascinated by people. What drives them, how they work together, and how the right environment can bring out their best. I went on to work in operations, sales, and talent acquisition roles, all of which had one thing in common: working closely with people. That naturally pulled me into the people space, where I discovered how much I enjoy navigating the unexpected twists and opportunities that come with building teams and shaping culture. I joined GRID over 6 years ago now, and what’s kept me motivated ever since is the variety this role offers, the constant problem-solving, and the chance to make a meaningful impact on both the business and the people behind it.
2. What does a typical day look like for you and what’s the most rewarding part of your job?
No day is ever the same (perhaps cliché but it’s true!), which is one of the things I love most about my role. Being in a startup environment means there’s always something new to take on. Whether it’s refining our people processes, navigating compliance curveballs, or supporting the team through change. The most rewarding part is tackling situations without clear answers and finding ways that make a real, tangible impact. I appreciate the flexibility we have at GRID to test new ideas, see what resonates, and shape a culture that truly works for us.
3. Was there a turning point in your career that changed how you approach people leadership?
Yes 🙂 The turning point was moving from being a specialist, focused mostly on recruitment and operations, into a broader people leadership role. Suddenly, I wasn’t just responsible for processes or hiring targets, but had a seat at the table to help shape decisions, influence leadership, and be a part of the solution. I quickly realized that good people leadership isn’t about having all the answers. It’s about listening, helping create clarity in uncertainty, and being willing to make hard calls with empathy. That shift in mindset changed how I show up as a leader
4. What do you consider the biggest challenge facing people operations today, and what advice would you give someone looking to grow into a leadership role in people operations?
One of the biggest challenges today is staying genuinely connected to what people need, especially in fast-moving, remote/ hybrid environments. It’s easy to get caught up in processes, tools, and trends, but at the core of any good people strategy is understanding your people. What motivates them, what frustrates them, and what helps them thrive. A piece of advice that may seem obvious but is often taken for granted is listening to your people. Make time for real, unfiltered conversations at every level of the business. The insights you’ll gain from those chats are often more valuable than any engagement survey. People will tell you what’s working and what’s not if you create the space for it. Stay approachable, stay curious, and build trust.
5. What’s something your colleagues might be surprised to learn about you?
Colleagues might be surprised to learn how much I value solo time. Because my role is very people-oriented, it’s easy to assume social settings always energize me, but I also enjoy recharging with quiet moments, a good yoga class, or time out in nature. It’s what helps me reset and stay balanced. Oh, and some may not know that I spent the first 14 years of my life growing up in Hong Kong and Beijing, which might explain my lifelong obsession with authentic Chinese food.
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