Moments of impact from Andrew Stockwell's career
Vendr · Head of People · March 2025As Vendr scaled rapidly to roughly 400 employees, the organization had outgrown its informal approach to compensation, leveling, performance, and rewards. Without a formal framework, the company faced growing pay inequity, inconsistent promotion decisions, and leaders who lacked a basis for making hiring, performance, or talent decisions. This created risk both for employee trust and for the company's ability to scale its people practices sustainably. As Head of People, I owned with the team the end-to-end design and rollout of a comprehensive compensation and leveling overhaul. I partnered directly with the CEO and C-suite to establish the company's compensation philosophy, then led an 8-week project to build a formal leveling framework from the ground up. I transitioned the company from an insufficient external benchmarking tool to a consolidated compensation partner, built out wage program ranges that incorporated equity considerations, and developed a pay transparency strategy. In parallel, I revamped the benefits portfolio to better align cost and value. Before launch, I trained all leaders and managers across two dedicated sessions to ensure they understood and could confidently apply the new framework, then rolled out a redesigned annual and mid-year performance review process in Lattice. The results were significant and measurable within just two quarters: we closed identified pay gaps for 95% of flagged employees, cut benefits costs by 25%, and saw a marked rise in manager confidence around compensation and promotion decisions, as reflected in post-training surveys. Voluntary regrettable turnover in key roles also declined as employees gained clearer visibility into growth paths and engaged in more substantive career development conversations with their managers; turning a fragmented, ad hoc system into a scalable, equitable foundation for talent decisions.
Vendr · Head of PeopleFollowing a major funding round, Vendr was scaling rapidly, but several critical technology, business leadership, and go-to-market IC roles had sat open for months. This stalled company progress against key goals, creating urgency to overhaul how we approached hiring. As Head of People, I took direct ownership of fixing this in partnership with our TA professionals. I assessed our entire hiring process, instituting weekly pipeline reviews with TA leads and hiring managers to maintain accountability and momentum while improving decision quality and reducing bias. I also drove an evaluation of our ATS and reporting capabilities, and integrated AI-powered tools into our sourcing and pipeline parsing processes to increase efficiency and improve talent acquisition outcomes. The results were significant: within two quarters, in partnership with our TA team, we filled critical roles across the organization. This unblocked long-standing delays and directly enabled the company to hit critical product, engineering, and sales/service milestones that had been at risk due to gaps. And, our efforts improved average time-to-hire to 34 days, average time-to-fill to 42 days, and OAR to 95%. The initiative demonstrated how a structured, data-informed approach to hiring can directly translate into business execution and growth.
Vendr · Head of PeopleOur HR team was drowning in repetitive inquiries, spending over 15 hours per week answering the same questions about benefits, PTO policies, and employee handbook items. Employees often waited for responses, which created frustration and prevented our HR team from focusing on strategic initiatives that could drive real organizational impact. I led the design and implementation of an AI-powered Ask-HR agent using Claude, integrated directly into Slack where employees already communicated. Working closely with our Head of IT & Security, I connected the agent to our knowledge base and established a governance framework to ensure accuracy and appropriateness. The most critical challenge was tuning the system to provide reliable answers while intelligently escalating sensitive questions that weren't suitable for a public Slack channel. I piloted the tool with a small group, continuously refined the prompts based on real interactions, and then rolled it out company-wide with ongoing monitoring and adjustments. Within the first month, the agent handled ~80% of routine questions and saved the HR team 8-10 hours per week. Employees loved the instant answers and appreciated no longer needing to hunt through our Notion employee resource center or policy documents. The agent even became a helpful resource for HR team members handling escalated questions. The impact was visible to our entire executive and leadership teams, who saw measurable improvements in both team efficiency and employee satisfaction scores.
Vendr · Head of People · November 2025During a period of rapid organizational growth, our company faced significant leadership challenges. Many managers were new to leadership roles or had never led remote teams, resulting in struggles with change management, communication, and collaboration. Employee engagement scores revealed particularly low trust in senior leadership, and I was consistently hearing feedback about trust issues and misalignment that were actively affecting team performance. The situation demanded a comprehensive solution to equip our leadership team with the skills and frameworks needed to lead effectively in this new environment. I took ownership of the solution from concept to execution. After assessing the specific needs and building a business case, I designed a comprehensive five-module training program covering: 1) Expectations of Leadership with a focus on building and fostering trust, 2) Partnering with the People team on core areas including Process & Policies, Hiring & Onboarding, and Feedback & Performance, 3) Leveling, Compensation, Performance & Rewards, 4) Preparing, Delivering, and Following up on Feedback, and 5) Career Development Conversations. I personally delivered the mandatory training to all leaders and managers in small group sessions, evaluated impact through 1:1 meetings with participants, and provided additional post-delivery coaching sessions for those less familiar with the concepts. Over the course of 12 months, I rolled out the complete program to approximately 30 managers across the company. The results were significant: during my tenure, eNPS improved by 64% and overall Employee Engagement increased by 30%. We saw measurable upticks in trust in senior leadership, communication, collaboration, and organizational alignment. Qualitatively, mid-level managers provided powerful feedback about how the training transformed their ability to lead teams effectively and drive higher performance. The program became a cornerstone of our leadership development approach during a critical growth phase.
Vendr · Head of PeopleAt Vendr, benefits costs had steadily climbed year over year while employee satisfaction with our offerings remained flat. We were spending above industry benchmarks without seeing any corresponding lift in recruiting or retention outcomes. Leadership asked me to take a hard look at the entire benefits portfolio and determine how to realign spend with actual value delivered to employees. I led a comprehensive audit of all existing primary and ancillary benefits, evaluating each against usage data and direct employee feedback. I benchmarked our offerings against peer companies to identify gaps and redundancies, then negotiated renewal terms directly with brokers to secure better rates. As part of the redesign, I consolidated overlapping vendors and rationalized underused legacy benefits, while introducing new optional ancillary offerings including financial well-being programs, pet insurance, and additional life insurance to better match what employees actually valued. The results were significant: annual benefits spend dropped by approximately 25%, bringing Vendr's costs back in line with industry benchmarks. Participation in the newly introduced ancillary benefits rose during the very first open enrollment period following the changes, and employee satisfaction survey scores on benefits improved measurably. Recruiters also reported increasingly positive feedback from prospective candidates about the benefits portfolio, contributing to an improvement in our offer acceptance rate to 95%.
Forrester Research · Director, Marketing & Strategy ConsultingHeading into 2008, I stepped into leadership of the overall consulting team with an ambitious bookings target already in place; one made significantly harder by the onset of the financial crisis, which put immediate pressure on client budgets across the board. The challenge was clear: how to hit an aggressive goal while the market environment worked directly against us. To address this, I restructured the consulting team to unify scoping, proposal development, and delivery under a single, more integrated model, eliminating friction between the stages of the sales-to-delivery pipeline. I partnered closely with our business development directors and sales leaders to align priorities and ensure consulting was tightly coupled with the broader sales motion. I also introduced a weekly pipeline review process to track deal progress in real time and flag at-risk opportunities early enough to intervene. These efforts paid off: the team achieved 109% of our 2008 bookings target, and then 104% of our 2009 goal despite the financial crisis headwinds. Beyond the numbers, beating the target during a downturn earned the consulting practice greater credibility with sales leadership, and validated the restructured team model as a lasting success, one that reshaped how consulting operated going forward.
HRLF (Human Resource Leadership Forum) · Member and Vice Chair, Board of Directors · June 2026As a member of HRLF's Board of Directors, I helped lead the organization through a critical transition after our association management company (AMC) began struggling with responsiveness and service quality. Following a thorough board review, we concluded that the risk of remaining with the underperforming AMC outweighed the disruption of switching, and selected a new firm with a stronger track record supporting organizations of our size. To manage the complexity of the changeover, I personally drove the execution across a 90-day window, coordinating 9 team members and 45 discrete workback items. I established a weekly cadence of check-ins with each stream owner to maintain visibility and accountability, built a shared tracker to monitor progress on all 45 items, and stepped in directly to negotiate the migration timeline with the outgoing AMC to keep the project on schedule. The results validated the approach: we completed all 45 workback items within the 90-day timeline, hit our go-live date on time, and had no missed operational tasks or communications throughout the process. The board formally recognized the transition as causing zero disruption to programming or revenue, a significant outcome given the scope of change involved. The HRLF board observed the transition firsthand and can attest to how smoothly it unfolded, and several committee chairs relied on the tracker I built to keep their own work on schedule.
HRLF (Human Resource Leadership Forum)Co-chair of committee that launched HRLF Ignite; the organization’s first ever all day event for over 200 HR leaders in Boston in April of 2025. We had 5 months to put on this event. I co-led the team responsible for everything from content planning, to selling sponsorships, to logistics, to budgeting. I also coordinated the work between our volunteers, our association management company, and a third party event planner. The outcome was a packed room, phenomenal speakers, great networking, and a successful event. The result for me personally was that HRLF asked me to become a board member in Aug. of 2025 where I am now vice chair. Based on our success, HRLF is also putting on the Ignite event for 2026 to be held Oct. 1st in Boston.
ZoomInfo · Senior Director of Revenue OperationsAs ZoomInfo looked to expand beyond its core data and software offerings into services, it acquired Dogpatch, whose advisory model was a strong strategic fit for helping companies optimize their go-to-market motion. As Senior Director of Revenue Operations, I was chosen to lead the integration in partnership with the Dogpatch CEO, tasked with turning a strategic acquisition thesis into an operational reality. I built the end-to-end integration plan, mapping out how Dogpatch's team and capabilities would be folded into ZoomInfo's broader organizational structure. Working cross-functionally with marketing and sales, I helped package Dogpatch's advisory offering into a new branded service line, "ZI Labs," complete with a defined go-to-market strategy. To support adoption, we also developed an ROI model that we used to demonstrate value to both existing ZoomInfo clients and new prospects considering the advisory services. The launch delivered strong early results: within the first two quarters, ZI Labs signed on a meaningful number of new clients and generated new services revenue that exceeded our initial targets. The successful integration validated ZoomInfo's move into services and established a repeatable model for packaging and selling advisory offerings alongside its core data and software products.
ZoomInfo · Senior Director of Revenue OperationsOur international partner's emerging markets sales teams were closing deals at a significantly lower rate than US and developed country reps, driven by misaligned messaging, operational bottlenecks, and gaps in enablement. The Chief Revenue Officer and Chief Operating Officer flagged this underperformance as a risk to the company's broader global expansion strategy, and I was tasked with leading a turnaround effort within a tight three-month window. I began by spending time directly with the international partner and their sales leaders to diagnose the root causes of their struggles, then partnered with our sales enablement team to rebuild the go-to-market approach. This included developing a more localized playbook with updated, market-relevant messaging, restructuring the SDR-to-AE handoff process to eliminate friction, and improving communication between regional SDR/BDR and sales rep teams. I tracked progress throughout using Salesforce to ensure the changes were driving measurable improvement rather than just theoretical fixes. The results were clear and fast as win rates improved by over 10% in less than three months, directly addressing the performance gap that had put the partnership at risk.
ZoomInfo · Senior Director of Revenue OperationsWith our Workday implementation still at least six months away, our fast-scaling business had no reliable way to track headcount requests against budget, open reqs, or org structure changes. HR and Finance were left reconciling data manually in spreadsheets, which was creating performance issues against our hiring plans and slowing decision-making at a critical growth stage. I was tasked with project managing the team designing and building a stopgap position management system in Salesforce, partnering closely with our development team and Salesforce admin, to deliver real-time tracking of approved headcount, req status, and org structure for HR and Finance leadership as well as business leaders; all within a tight 6-week window. I led the effort by first mapping the data model alongside our Salesforce admin to mirror position, req, and approval statuses accurately, then worked with the developer to build out custom objects and dashboards to support the model. As project leader, I ran weekly syncs with HR and Finance stakeholders to validate the logic against real-world scenarios, and trained business leaders on a simplified reporting view ahead of go-live to ensure smooth adoption. The system launched on time within our window, completely eliminating the manual reconciliation process that had been consuming HR and Finance team time on a weekly basis. Beyond the time savings, leadership gained real-time visibility into headcount versus budget, enabling them to catch and mitigate over-budget hiring requests before approval rather than after the fact, turning a reactive, error-prone process into a proactive one during a critical scaling period for the business.