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Some HR leaders focus on policies. The best focus on performance.
Paul Parker, SVP of HR at OFI, has built his career on proving that human resources isn’t just an administrative function—it’s a driver of growth. In his conversation with Michael Bitar on Cracking the Code, Parker shared how he’s led people strategies at multibillion-dollar businesses by thinking and operating like a general manager.
From Manufacturing to Global Leadership
Parker’s path began in manufacturing at Nabisco before moving into turnaround roles with Campbell’s Soup and Vlasic Foods. After earning his MBA from NYU and gaining startup experience, he returned to Nabisco in a global role—expanding his perspective beyond domestic operations.
Today, as SVP of HR at OFI, Parker oversees a $3.5–$6 billion business spanning food, beverage, dairy, coffee, cocoa, nuts, and spices. His team manages a fully integrated supply chain with a focus on traceability, sustainability, and end-market impact.
Why HR Needs to Think Like the Business
For Parker, HR’s job is to deliver results through people. That starts with rejecting the idea that HR merely “wants a seat at the table.”
“You already have the seat—what matters is what you contribute from it.”
Strong HR leaders understand the key levers that drive growth and align talent strategies to those priorities. That means:
- Partnering closely with the CEO and operational leaders.
- Anticipating talent needs before they become urgent.
- Designing solutions that fit the company’s business model, not just what’s “best in class” for other companies.
Culture as a Leadership Responsibility
Parker is clear: HR doesn’t own culture. Leaders do.
While HR can enable culture through training, systems, and accountability, culture is lived (or lost) in daily interactions between employees and their managers. That’s why Parker emphasizes coaching leaders to uphold values consistently—and making tough calls when those values aren’t being met.
His approach: diagnose before deciding. If performance or behavior slips, first understand whether it’s a capability gap, personal challenge, or misalignment with company values. Then decide whether to coach, redeploy, or part ways.
Breaking HR’s Risk Aversion
Many HR functions, Parker notes, are inherently risk-averse, prioritizing what’s worked in the past over what will work for the business today. That can mean missed opportunities—especially in competitive industries like food and beverage.
He challenges HR leaders to take calculated risks that align with the company’s DNA, whether that means more aggressive compensation strategies or hiring talent ahead of projected growth.
Embracing Technology and AI
Technology and AI aren’t threats to HR—they’re accelerators. Parker sees tools like AI as essential for speeding up high-volume, low-value tasks (like resume screening) so HR professionals can focus on relationship-driven work.
“Speed kills—especially in recruiting. Once you’ve got the candidate, you want to close the deal.”
AI won’t replace human decision-making around cultural fit, but it can free up time to make those decisions faster and more effectively.
The CEO-HR Partnership
Parker’s advice to CEOs and HR leaders is straightforward:
- CEOs: Treat your HR leader like a chief of staff. Align on values, set measurable workforce goals, and hold HR accountable for delivering them.
- HR Leaders: Understand the business as deeply as you understand people. Be fluent in the company’s financial and operational levers, and link every people initiative to measurable outcomes.
When those roles are aligned, HR becomes a growth engine—not just a support function.
Final Takeaway
Parker’s career is proof that business-first HR creates lasting impact. By embedding people strategy into the core of business planning, HR leaders can elevate both performance and culture.
For companies in competitive, margin-sensitive industries, that kind of alignment isn’t optional—it’s a competitive advantage.
