About Will Ingham

I grew up in a small town in Southwestern Ontario, Canada — the kind of place where people looked out for each other, where you learned early that how a community works together determines what it can achieve.

That instinct has never left me.

For more than two decades I’ve taken it into boardrooms, leadership teams, and organizations across four continents — helping leaders align, cultures perform, and people reach levels they didn’t think were possible.

The Work – What I’ve Done

I’ve served as Chief People Officer across four organizations — global enterprises and high-growth startups — leading people strategy and transformation through some of the most complex moments a company can face.

At Visa Europe, I helped lead the people and culture integration during the $24B acquisition by Visa Inc. — one of the largest technology mergers in history. Over four years, Visa’s market cap grew from $180B to $460B. The people function was at the center of that.

At Poshmark, I built the entire People and Communications organization in ten months post-IPO — right-sizing the function to match where the company was going, not just where it had been.

At OURO, I led a culture transformation and workforce restructuring that reduced payroll by 20%, grew revenue by 11%, and sustained EBITDA.

At Clorox, I led the integration of the Burt’s Bees acquisition — helping expand the company’s strategy into fast-growing personal care markets.

Across these experiences, one pattern has repeated itself: the organizations that perform at the highest level are not the ones with the best strategy. They’re the ones that have learned to reduce human friction — the misalignment, cultural confusion, and leadership gaps that silently slow everything down.

How I work

I don’t consult from the sidelines.

I work directly with CEOs, CHROs, and leadership teams — as a thought partner, a strategic advisor, and when needed, an operator who steps in and leads.

My natural instinct is to listen first. To find what’s actually happening beneath the surface of an organization before I recommend anything. And then to be direct — about what’s working, what isn’t, and what it will actually take to move.

People who have worked with me say I have a rare combination: strategic clarity and genuine care for people. I think those two things are the same thing. Organizations that care for people perform better. That’s not a soft idea. It’s what the data shows, and what 20+ years of operating experience has taught me.