Meet Angela Heyroth

I’ve always loved building things. In fact, as a child, I thought I would become an architect. Something about bringing an idea from conception to reality, creating something both striking and functional, and taking on challenges with a people-centric point of view has always stirred something in me.

Eventually, as I was drawn to the field of human resources and talent management as my calling, I never lost that desire to build experiences that make an impact on people. 

I was fortunate to begin my HR career in the late 1990's, serendipitously at the exact time that talent management was first being defined as a new practice area within HR, honing my skills and viewpoints in some of the largest companies which were employing the latest research in the field. This gave me the opportunity to spend the first half of my corporate career getting really innovative, building hundreds of best practice programs across the end-to-end talent lifecycle and seeing their value firsthand while being inspired and challenged in my knowledge.

I was being counted on for my ability to not only design and strategize but also, like a true architect, to deliver and deploy. In addition to realizing that my ability to build could still be put to use, but on impactful experiences, practices, and teams instead of buildings of stone, glass, and metal, I also began to form a set of core beliefs, including that all people have inherent value, and tapping into this value is a multiplier for company performance. 

Realizing that all companies needed (and all employees deserved) architected environments where people could thrive, I knew that one day, I wanted to step outside my box and drive this work from the outside.  

And so, I purposefully determined to spend the second half of my career building up a portfolio of key experiences, incubating my ideas, learning from mentors, broadening my network, and deepening my expertise, all which would prepare me for what I knew I wanted to one day be able to do - running my own business driven by this set of beliefs, where I could focus on building engaging environments, which was what I knew I loved doing. 

By the time I'd crossed my 20th year in my corporate talent management journey, I'd collected experiences across the entire range of the talent lifecycle, which is pretty unique if I'm one to brag.  I had led talent brand and talent attraction (including technical recruiting, college recruiting, and exec recruiting), internship programs, learning and career pathing, leadership and executive development, high-potentials, succession planning, competency modeling and performance management, engagement and employee voice surveys, culture transformation, offsite design and facilitation, and much more. Many of the experiences and teams I'd built were recognized as best-in-class.

Then came the events of 2020, which helped clarify for many what was really important, including for me.  That was my catalyst year, signaling it was time to move away from my roles in-house and toward the work I had been preparing for myself. 

TALENT LIFECYCLE DESIGNS is the culmination of my journey, and also the beginning of a new one, shaping changes and coming alongside of partners to architect engaging environments in which people can thrive and organizations can experience increased performance.

Now, I get to spend my days partnering with companies across multiple industries and spanning a variety of needs, all with one underlying purpose - to further organizational performance through a focus on talent. 

And my nights and weekends?  Well I get to spend those with my family playing in the mountains of Colorado and the beaches and lagoons of lowcountry South Carolina, as well as teaching Bible study for my church and teaching HR graduate students at the University of Denver.