Amanda Cusdin’s career spans continents, transformation initiatives and boardrooms. Today, as chief people officer at Sage, she leads 11,000 employees across the globe, but her journey began in a setting few would expect: amid the unrest of Northern Ireland's civil war.
“I was born during the height of a civil war in Northern Ireland, but when I moved to university, no one could understand my accent, so I gradually softened it – and now most people are surprised when I tell them where I am from,” she says.
Due to her childhood experience, she studied history and was on track to become a teacher, but studying the past revealed her interest in what drives people and organisations forward.
“History gave me a deep curiosity about people, why they do the things they do and how individual actions can change world events. That, along with time at university running various societies, made me realise my true interest lay in people and organisations.”
Rather than climbing her HR ladder in one place, she decided to build her experience through various, diverse roles.
“I spent my early career gaining a solid grounding in the fundamentals of HR by spending time setting up and leading a shared service centre, leading graduate hiring and development, working as an HR generalist in a manufacturing plant, running global talent for an FTSE 250 company and then taking as many opportunities to move locations and build my HR experience outside the UK,” she explains.
Leading a talented team
“By the end of my 20s I had worked in Europe, Asia and the US. This global experience was fundamental for me and has really prepared me to be a global CHRO. In my 30s I spent a lot of time driving transformation in global organisations, including preparing organisations for disposal, integrating organisations after acquisitions and setting up offshore centres of excellence. This was fast-paced and varied work which enabled me to learn the skills of organisational effectiveness, change and transformation.”
What followed was a defining chapter of her career at Sage when she was asked to be the interim CPO while they searched for an experienced candidate to replace a CPO who had retired. “I held the interim position for 12 months and then Sage asked me to take on the role permanently.”
“I have been in the role for about eight years now and have loved almost every minute. I enjoy being part of the overall Sage executive team, meaning my input spans more than HR. I enjoy working with our board of directors, leading a very talented team and, of course, spending time with our fantastic colleagues all around the world.”
Behind the scenes, she admits the role of a CPO comes with pressures most never see.
“The variety of the role is exciting, but can sometimes be a challenge. There are so many aspects of being an HR leader. Overcoming some of the basics of HR which weren’t running as they should be due to lack of investment has been a real challenge. It’s taught me not to overlook these and to ensure that the organisation proactively invests in good systems and governance. It can also be a lonely job – so much of my work is highly confidential and involves very long-term planning so I can’t bounce ideas off other people, I need to be very independent in my thinking and actions.”
Under her leadership, she says, Sage has been marked by several significant achievements.
“I’ve partnered with the CEO to drive a cultural change which has set us out as one of the best employers in technology and a company talented people in technology want to join. My time leading Sage Foundation has been a real highlight connecting our colleagues with communities and organisations where we can add tremendous value to shape our communities.”
Delivering on a global strategy
But perhaps what she finds most fulfilling is not just driving change at Sage, but connecting with the people who make it all possible.
“I am constantly inspired by our colleagues all around the world who work to make our customers more effective. Whether that’s developers coding the software which saves SMBs hours of time, our customer services teams who are always at the end of the phone or chat to solve customer problems as they arise, and our back-office teams who ensure Sage works seamlessly for our customers, colleagues, shareholders and communities. These are the people who inspire me to create an outstanding workplace which enables them to do the best work of their lives.”
Amanda aims to continue building a workforce fit for the future, a goal she says is at the heart of her leadership.
“I look forward to building and delivering on our plans to create a workforce which can deliver on our global strategy, be at the forefront of delivering new technology for o1ur customers and continue to evolve our wonderful culture,” she adds.
“My office base is London and I live about 30 miles (48 km) outside London in the beautiful countryside. I moved to England when I was 18 to study at university. I am married to a lawyer, so we both have busy work lives and have two fantastic children – my son, who is 16, and my daughter who is 12. At the moment we are renovating our house, which keeps us busy on weekends.”
Away from the boardroom, she finds balance in exercise and reading.
“Exercise is a fantastic stress reliever and my gift to future me. I love bodypump, pilates and yoga. I am also at my best when I can lose myself in a good book and emerge refreshed and re-energised.”
She concludes with her favourite saying, a reminder she says she often shares with leaders who complain about things instead of driving the change they want to see. “We need to meet the organisation where it is and take it to where it needs to be.”
