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 discovered the impact of HR during the 2008 recession, when he joined Manpower as a recruiter in Michigan. Helping skilled workers find jobs amid automotive layoffs, he received a thank-you letter from someone he had placed. The experience confirmed that helping people was what he wanted to do.

At Llamasoft, Lam helped grow the team from 200 to more than 700 before its acquisition by Coupa. He later helped Vroom go public and joined SkySpecs as head of HR, eventually becoming chief people officer. There, he helped expand the workforce from 70 to more than 250 during its Series C and D funding rounds. These experiences shaped his understanding of the people challenges that accompany rapid growth. When Llamasoft founder Don Hicks launched Optilogic, Lam joined him, bringing that experience to the company’s next stage 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 the processes, systems and functions needed to support employees, customers and investors, creating a foundation for its next stage of growth.

His 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, culture is about helping employees hold on to the excitement they felt when they joined. When people see opportunities to grow and know their contributions matter, they feel invested in the company and want to give their best.

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 help employees identify skill gaps and set goals for the next 12, 24 or 36 months. A professional development stipend and opportunities to join major projects support their growth. Lam attributes Optilogic’s annual attrition rate of less than 9 percent to employees’ enthusiasm for their work, career development and the company’s direction.

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

Optilogic supports leadership growth through its manager toolbox, which offers refresher training, and the introduction of LinkedIn Learning. Lam also invests in his own development, believing leaders must keep learning as their teams grow.

Technology supports the people function by reducing administrative work. Optilogic’s HR system, Rippling, uses AI for tasks such as payroll and benefits uploads, giving 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 advocates measured decision-making as AI reshapes the workforce. When companies began considering workforce cuts in response to AI, Lam and Optilogic’s CEO chose to assess market conditions before acting. Lam noted that Optilogic had not conducted layoffs during the AI boom and continued to grow and innovate.

From helping people find jobs during a recession to guiding Optilogic through growth and AI-driven change, Lam has stayed true to his belief that people are at the heart of business success. By investing in employees, building trust and making thoughtful decisions, he is helping Optilogic grow without losing the human connection that defines its culture. This commitment underpins his recognition among the Top 10 Head of People and Cultures 2026.