Optilogic

Sang Lam

Sang Lam is Vice President of People and Talent at Optilogic, where he leads initiatives that strengthen the employee experience, develop talent and build a culture that enables people and the organization to grow together.

As Optilogic moves from startup to scale-up, Sang Lam, Vice President, People and Talent, is professionalizing its people function. His approach combines workforce planning, employee development and transparent communication to support growth without sacrificing trust or human connection.

Lam’s early experience showed him how directly HR could affect people’s lives. During the 2008 recession, he joined Manpower as a recruiter, helping skilled workers in Michigan find jobs amid automotive layoffs. A thank-you letter from someone he helped place confirmed that helping people was his calling.

That commitment took on a new dimension as Lam moved into fast-growing technology companies. At Llamasoft, he helped expand the workforce from 200 to more than 700 before its acquisition by Coupa. At SkySpecs, he supported another period of rapid growth, helping the team increase from 70 to more than 250 through Series C and D funding. These experiences gave him firsthand insight into the people challenges that accompany expansion. When Llamasoft founder Don Hicks launched Optilogic, Lam joined him, bringing that experience to a new chapter of growth.

 “Take care of your people. They take care of the customers,” says Lam.

Building People into the Growth Story

At Optilogic, Lam’s first priority was professionalizing the people function as the company moved beyond its startup phase. He established processes, systems and functions to support employees, customers and investors, creating a foundation for the next stage of growth.

“Take care of your people. They take care of the customers.”

Lam’s approach rests on treating everyone with equal respect, regardless of position. Open communication about recruiting, development and performance builds trust and psychological safety, giving employees the confidence to speak up, challenge ideas and understand the business’s direction. Lam believes this responsibility starts with the CEO, founder and executive team. People come first because, without them, there is no product or company. The same principle informs Optilogic’s white-glove customer treatment.

For Lam, strong culture preserves the excitement people bring on their first day. Leaders must support employees’ growth and show how their contributions fit into something larger. When people feel supported, he believes, they choose to give their best rather than simply being asked to do so.

Staying Ahead, Not Catching Up

Lam approaches talent strategy by anticipating the needs of the business, its leaders and its employees. Rather than hiring simply to fill vacancies, he prioritizes people who can grow with the company and help it scale. His aim is to address future workforce needs instead of reacting to immediate problems.

Regular one-on-ones and goals help employees identify missing skills and discuss where they want to be in 12, 24 or 36 months. A professional development stipend and opportunities to join major projects support their growth. Lam links these opportunities and employees’ enthusiasm for the company’s direction to Optilogic’s annual attrition rate of less than 9 percent.

Leadership development strengthens this approach. Optilogic has a manager toolbox for refresher training and was introducing LinkedIn Learning for its leadership team when Lam spoke. Its HR system, Rippling, also uses AI for administrative tasks such as payroll and benefits uploads. By reducing manual work, the technology gives the people team more time for employee conversations, strategic advice and relationship-building. For Lam, AI should improve efficiency, not replace human connection.

He also believes HR must become a strategic business partner that anticipates needs rather than reacts to them. When AI prompted pressure for workforce cuts, Lam and Optilogic’s CEO chose to assess the market before acting. Lam noted that Optilogic had not conducted layoffs during the AI boom and was continuing to grow and innovate.

From helping people find work during a recession to guiding Optilogic through growth and AI-driven change, Lam has carried the same commitment into a strategic leadership role. His work combines workforce planning, employee development and measured decision-making, supporting business growth without sacrificing trust. These contributions underpin his recognition among the Top 10 Head of People and Cultures 2026.