In an industry obsessed with product roadmaps and AI features, one of the strongest competitive advantages may be hiding in plain sight: people strategy. After being named one of Canada’s Most Admired Corporate Cultures™ by Waterstone Human Capital, Vendasta offers a case study in how intentional HR leadership can directly support product execution and market growth. In a conversation with Vendasta VP of People Operations Jean Parchewsky, the company’s approach reveals why culture doesn’t scale by accident and why treating HR as a business enablement function is increasingly critical for modern SaaS organizations.

So how is Vendasta doing this?  There are many tactics and driving principles, but at a high level, Parchewsky points to Vendasta’s organizational priority for people strategies and its deliberate rigor to steer the culture in the right directions. In other words, people strategy and culture don’t happen on their own… they need dedicated time and investment.

This appreciation for engineering company culture means giving such efforts the air they need to breathe. And that in turn requires a mindset in the C-suite to draw a straight line between people and product success. Put another way, good people strategies can lead straight to market-share gains.

“HR isn’t just a cost function or an admin function, as it can sometimes be thought of,” said Parchewsky. “We can be thought of as a business enablement function, and we can really help the business make its revenue numbers and have that mindset. So I try to bring that into all my programs.”

Nature vs. Nurture

Of course, all the above is easier said than done. The elephant in the room is a classic question of nature versus nurture. Like in human psychology, companies’ personalities – which are essentially their culture – are partly hard-coded in their DNA… and partly a result of their learned experiences.

The former flows from the values and vibes established by founders – a matter of luck for any HR pro, in terms of the hand they’re dealt. But the latter can be steered by HR efforts in terms of active moves to structure and sustain company culture. That’s where the art of HR lies, and it’s where Parchewsky lives.

Fortunately for Parchewsky, she was dealt a good hand in the ‘nature’ department, given the work-hard/play-hard and positive personality-driven culture set by Vendasta Founder Brendan King. Those in the Localogyverse who know Brendan know what we’re talking about. If you don’t, ask someone.

As for the “nurture” side of the equation, Parchewsky leaned into Vendasta’s inherent DNA by amplifying its positive elements. Specifically, she characterizes Vendasta’s culture as entrepreneurial and transparent. And she recognized that this can be a good combination if steered properly.

For example, people at Vendasta are culturally encouraged to be open, honest, and direct, even when the news is bad, and even when speaking to one’s superior. If there’s an issue with product quality, there’s often open discussion rather than passive-aggressive behavior and backstabbing.

Vendasta Launches AI Reputation Management Employee to Scale Review Responses

Recruit with Rigor

So, how is all of the above accomplished? Some of it is through the programs that Parchewsky launches, which are ways to add structure to a strong culture and keep it on the right track. But the other way – which is arguably more impactful – is in bringing in the right people who match and carry on that culture.

This makes the rigor that goes into recruiting one of the most critical elements of Parchewsky’s job. One of the philosophies that drives her recruiting endeavors is to spend adequate time in recruiting the right people, which is an investment that pays off downstream by avoiding conflicts or cultural misalignment.

It’s about “hiring slow and firing fast,” she says. Put thought into hiring the right people, and recognize it as a worthwhile time investment. Give it plenty of time and mindshare, and don’t cut corners. At the same time, if someone’s not working out, act swiftly to sever the relationship for everyone’s benefit.

So what are some tips and tactics to recruit right? For one, Jean Parchewsky advises to slow down and do it right: To avoid hasty decisions, “Don’t go to the grocery store hungry,” she says. To that end, bring in people from other parts of the company, without departmental bias, to evaluate new candidates.

“Amazon has a principle of bar raisers where you bring somebody in who doesn’t have skin in the game,” said Parchewsky. “Get somebody to interview [a new candidate] who’s in a totally different department and doesn’t care if it takes another four weeks.”

We’ll pause there and return in the next article with more insights from Jean Perchewsky, including Vendasta’s AI integrations and their cultural implications. 

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Editor’s note: See Parchewsky’s on-stage insights as a speaker at Localogy’s upcoming L26 conference. 

Header image credit: Clem Onojeghuo on Unsplash