Manage HR Magazine: Specials Magazine

With over 25 years of global expertise in Human Resources, Carmen Canton has held influential leadership roles across some of the most prestigious brands in the hospitality industry, including Loews Hotels & Co, Hilton, The Ritz-Carlton, Mandarin Oriental, and InterContinental Hotels Group. Throughout her career, she has demonstrated a strong ability to align people strategies with business objectives, driving workforce engagement, talent development, operational excellence, and sustainable growth. People Strategy Drives Business Results At Loews Hotels, my responsibility spans both people strategy and business performance because, in hospitality, the two are deeply interconnected. Guest experience is shaped by our people, and the way team members feel, grow, and perform directly influences the results the business delivers.

Seth Rogers is an HR leader with more than 18 years of experience building high-performing teams and shaping the workforce. At Jack Porter, he leads the people and culture strategy, including team building, leadership development and employee experience. In an interview with Manage HR, Rogers shared his views on navigating burnout, aligning people strategy with business execution and integrating AI into people operations. A Career Shaped by Experience I spent the early part of my career in the insurance industry. Somewhere along the way I had an experience that made it clear HR could and should be different — and I wanted to be that difference. That’s what pushed me to pursue a master’s in human resource management and move into HR leadership.

Antoinette Niland Aglialoro is Chief People Officer at Astound Digital, leading global people strategy across talent, culture, and organizational effectiveness. A PHR-certified HR executive with experience leading global teams, she is known for building high-trust cultures that enable growth, resilience, and innovation. Learning What Makes People Tick I grew up in South Africa. When I immigrated to the United States for university, I found myself simultaneously serving as a resident advisor, captaining the women's tennis team, and chairing personnel for my sorority while waiting tables to put myself through school. On the surface, those roles could not look more different. However, every single job was a crash course on human nature. It was about figuring out what makes people tick, what they need, and balancing competing priorities. The lessons followed me into the corporate world. When I started my career in operations, my manager noticed that my instincts kept pulling toward projects that focused on the people element. Instead of redirecting me to spreadsheets, she fully supported me. That advocacy taught me the most enduring lesson of my career—being truly seen and shaped toward your strengths is one of the most transformative gifts a leader can provide.

Connie White’s career reflects a consistent willingness to step beyond traditional leadership boundaries. Now serving as Chief People Officer at Altos Labs, she has gathered more than 20 years of cross-functional experience with a deep understanding of how organizations evolve. Her work focuses on preparing people and leaders for a future shaped by scientific advancement, continuous learning, and emerging technologies. Finding Opportunity in the Unfamiliar My professional journey has been both sequential and dynamic. Human resources has served as its strong foundation, yet I have deliberately sought out opportunities including operations and communications to broaden my impact and capabilities. I have always believed that the greatest contribution comes from looking beyond the limits of a job description and focusing instead on where you I can make a significant difference.

Quentin Misenheimer is an HR executive with extensive domestic and global experience in organizational design, change management and training and development. He focuses on optimizing productivity and achieving organizational objectives through innovative solutions that improve productivity and efficiency. Building Relationships through Collaborative Leadership Misenheimer views HR as a customer service function focused on serving leaders and teammates. He prioritizes building positive relationships with peers, understanding challenges from their perspective, and finding ways to help them overcome those to deliver sustainable results.