An Interview with Carly Redwood: Head of People and Culture at The Small Consultancy

We get her thoughts on people strategy, fostering employee engagement, and what’s next for creating inclusive and thriving workplace cultures.

Can you share a bit about your journey in people and culture, and what motivated you to join The Small Consultancy?

My journey in people and culture started after a successful career as an Executive Assistant to the Vice Chairman of one of the world’s largest companies. This role gave me a unique opportunity to travel globally, meeting with leaders, presidents, and even royal family members. I developed a strong ability to observe, adapt, and understand leadership and people behaviours, which ignited my passion for human dynamics in the workplace. After being one of the leads on a global HR transformation project, I gained deeper insights into the HR field and the complex connection between leadership and employees.

Eight years ago, I transitioned to freelance work in people and culture because I realised that I wanted to make a more direct impact on smaller businesses. Working with SMBs allowed me to bring my experience in mediation, strategic thinking, and employee engagement to businesses that need it most.

The Small Consultancy stood out to me because of its innovative, flexible recruitment model, which allows businesses to scale rapidly without the high costs of agencies or the need for a full-time team. I was drawn to the opportunity to work closely with high-growth startups, scale-ups, and private equity-backed companies, helping them hire top talent quickly while also shaping their people and culture strategies. Together, we focus on building sustainable, values-driven cultures that align with business goals and foster long-term success.

Your role emphasizes driving change and strategy—how do you apply that in your work with The Small Consultancy?

In my work at The Small Consultancy, I apply my strategic focus by aligning people and culture strategies directly with the business vision and long-term goals of our clients. This means introducing frameworks like 90-day onboarding programs, driving conversations around company values, and ensuring those values are reflected in daily behaviours and culture. I help businesses create clear people processes that foster a positive employee experience and, importantly, retention. For instance, I’ve introduced initiatives around sustainability, well-being, and leadership coaching that not only benefit the employee but also contribute to a healthier bottom line for the business.

What sets The Small Consultancy’s/ your approach to people and culture apart from other firms, especially in terms of fostering employee engagement and retention?

What sets The Small Consultancy apart is our hands-on, personalised approach. We don’t believe in a one-size-fits-all solution. We dig deep into the company’s people and culture, leadership style, and strategic goals to craft bespoke solutions that enhance employee experience and retention. Personally, I place a strong emphasis on listening—really listening—to both leadership and employees. This allows me to identify gaps in communication, alignment, or engagement that might otherwise go unnoticed. From there, I repurpose those insights into actionable strategies that drive positive cultural change, strengthen engagement, and improve retention rates.

Coaching and mentoring are key aspects of your expertise. How do you foster growth and upskilling among employees in high-growth environments?

In high-growth environments, employees often need to scale their skills as quickly as the business is scaling. I foster growth by creating tailored development plans that focus on continuous learning, mentoring, and upskilling. I believe in leveraging both formal and informal learning opportunities—whether through structured coaching programs, peer mentorship, or targeted training. I also encourage businesses to build an internal culture where growth is celebrated, and feedback is encouraged, so that employees feel supported in their development journey. This approach helps individuals not only grow in their current roles but also prepares them for future leadership positions within the company.

What are some common challenges you see companies face in retaining top talent, particularly in the PE and VC sectors, and how do you help them overcome these?

One of the main challenges in PE and VC-backed companies is the pressure to deliver rapid growth, which can sometimes lead to burnout or disengagement if not managed correctly. Another challenge is that top talent, especially in high-growth companies, often receives multiple offers, making retention competitive. I help companies tackle these challenges by focusing on employee well-being, ensuring workloads are balanced, and creating strong, value-driven cultures that people want to be part of. I also work with leadership teams to build clear career progression pathways, ensuring that top talent feels they can grow within the organisation rather than seeking opportunities elsewhere.

How do you integrate Neuroinclusion into broader diversity, equity, and inclusion (DEI) strategies within The Small Consultancy’s client projects?

Neuroinclusion is an area that is particularly close to my heart. My 16-year-old son is neurodiverse, and through his experiences, I’ve seen firsthand the challenges he faces when applying for jobs and trying to navigate environments that are not always designed with neurodiverse individuals in mind. This personal insight gives me a hyper focus on neuroinclusion, and I understand just how far employers still need to go to create truly inclusive, safe, and inviting spaces for neurodiversity.

At The Small Consultancy, I integrate neuroinclusion into broader DEI strategies by helping clients rethink their hiring processes, workplace environments, and communication methods to better accommodate a variety of cognitive styles. This could involve adapting onboarding processes, offering quiet workspaces for those with sensory sensitivities, or providing neurodiversity training for leadership and teams. My goal is to ensure that all employees—neurodiverse or neurotypical—feel understood, supported, and empowered to contribute their best work.

How do you see the functions of Talent and HR evolving as companies embrace more remote and asynchronous work environments?

As remote and asynchronous work becomes more widespread, HR and talent functions will need to evolve to focus even more on flexibility, communication, and employee experience. I believe that building a strong remote culture is key, which means creating ways for employees to feel connected, valued, and engaged, even when they aren’t physically in the same space. Tools for asynchronous communication, clear expectations for performance, and flexible policies that allow people to manage their own work schedules are essential. I also see HR playing a larger role in mental health and well-being support, ensuring that employees have access to resources that help them navigate the challenges of remote work.

You’ve mentioned that you can “hear the message behind the noise” when working with leaders and employees. Can you share what this means to you and how you apply this?

“Hearing the message behind the noise” means being able to read between the lines, whether it’s during leadership discussions or employee feedback. Often, people may not express their thoughts or feelings directly, but through careful listening, observation, and understanding of behaviours, I can pick up on underlying concerns or aspirations. I use this skill to mediate between leadership and teams, ensuring that both sides are understood and aligned. This helps me to anticipate issues in people and culture before they escalate and propose solutions that address the root causes, not just the symptoms.

Are there any exciting projects or initiatives you’re working on currently at The Small Consultancy that you can share?

Currently, I’m working on implementing a comprehensive employee experience framework for one of our clients, which includes a 90-day onboarding program designed to improve retention from day one. Additionally, we’re developing a sustainability and well-being program that aligns with the client’s business goals while also enhancing employee engagement. These initiatives are part of a broader strategy to build a culture that not only attracts top talent but also ensures they are motivated and supported to stay long-term.

Connect with Carly on LinkedIn

At The Small Consultancy, we believe in the power of a strong people strategy to drive success. By focusing on employee well-being and engagement, we empower businesses to navigate the complexities of talent acquisition and retention. Learn more about our tailored recruitment solutions and how we can help your organisation build a sustainable culture that attracts top talent.

Find out how our recruitment projects can transform your internal recruitment capabilities and keep your scale-up growing as planned.