No Data, No Decisions: Dani Woods on Building Trust in HR Data & Driving Strategy

In high-pressure environments like private equity-backed companies, HR leaders are expected to do more than manage people — they’re expected to deliver strategic insights, prove impact, and lead the organization with data.

‍

But what happens when the data is messy, the systems don’t talk to each other, and the board still expects answers?

‍

In this episode of Pulse, HR strategist and operator Dani Woods joins the show to share what it really takes to earn executive trust, build credibility with data, and operate as a true business partner in high-stakes environments.

‍

Woods, who’s led global HR teams in PE-backed companies and is now the founder of Lotuswelle, brings a candid, tactical view of what HR professionals need to succeed when the pressure is high and the margin for error is thin.

From HR Assistant to Global Director by 27

Dani opens the conversation with a quick look at her unconventional HR journey. Starting as an HR assistant, she moved into systems, analytics, and strategy roles at a rapid pace, eventually becoming a global HR Director by the age of 27.

‍

This nonlinear path gave her a unique advantage: she didn’t start with the assumption that HR should operate reactively or solely in a service function. Instead, she learned early on that credibility with executives comes from asking better questions, fixing what’s broken, and being relentlessly transparent about what you know — and what you don’t.

How to Build Trust in HR Data — and Keep It

One of the central themes in the conversation is trust. Dani shares that executive leaders typically don’t need a fully polished dashboard to start trusting HR data — they need clarity, confidence, and consistency.

‍

“As soon as someone sees a number that doesn’t make sense, they discredit everything else,” she says. “We anchor to the first red flag.”

‍

Rather than trying to present perfection, Dani recommends narrowing the focus. Pick one metric you can defend — turnover, comp, headcount — and anchor your reporting around that. If gaps exist, acknowledge them, but don’t let them derail the whole story.

‍

“Don’t ask them to trust your data — slowly prove it.”

‍

She emphasizes that it’s not about the tool or the visual. It’s about how you carry the conversation. Executive leaders are looking for someone who can explain the risk, the implications, and the next step — not someone who can only point to rows in a spreadsheet.

Recovery Matters More Than Perfection

Dani also stresses that HR professionals will inevitably be challenged on their data at some point — and how you handle that moment defines your credibility.

‍

“You will get challenged. You will get caught. The question is: do you recover?”

‍

Rather than becoming defensive, Dani advises HR leaders to own the issue, explain the root cause if known, and commit to follow-up. That ability to recover with composure — and follow through — often builds more trust than getting it right every time.

Why Your HR Data Might Be Lying to You

As the conversation turns toward systems and data quality, Dani paints a realistic picture of what many HR leaders inherit in PE-backed environments.

‍

From disconnected tools to bad integrations and inconsistent definitions, data quality is often a major obstacle. And while leadership might expect quick results, the cleanup process is rarely short.

‍

“It took us over a year to clean and integrate 70+ systems. There’s a ramp-up period that most leaders underestimate.”

‍

Dani’s message: don’t be surprised by the mess — plan for it. Build a roadmap, prioritize the metrics that matter most to the business, and start small.

What Metrics Do Executives Actually Care About?

Not all data is created equal. Dani shares that executives — especially in PE settings — are primarily scanning for indicators of risk and business impact. That includes:

• Turnover (with context around tenure, level, and geography)
• Span of control
• Organizational health
• Compensation discrepancies
• Headcount planning by function
  
  

But above all, they want to know: “How does this impact revenue?”

‍

“Turnover isn’t just a number. If you lose a salesperson, what does that mean for the customer? For revenue? That’s what the board cares about.”

What to Do When You Inherit a Data Mess

When asked what she would do in her first 90 days if hired into a PE-backed company with messy systems, Dani lays out a clear, practical approach:

1. Prioritize Compensation
   Start with something the business feels daily — pay. Make sure the comp structure, job architecture, and FLSA status are reliable. If not, you risk real business and legal consequences.
2. Audit Key Metrics
   Look at turnover, headcount, and hiring velocity. Don’t report what you don’t trust — but flag issues early and often.
3. Reverse-Engineer the Board Report
   Ask what decisions need to be made, and build your reporting backward from there. Don’t try to boil the ocean.
4. Be Transparent About What You Know
   Say: “Here’s what I know. Here’s what I can’t see yet. Here’s what I recommend.” That honesty earns more credibility than trying to overexplain or guess.
   
   

From Task Execution to System Architecture

Looking ahead, Dani shares her vision for where HR operations is going — and where AI fits in.

‍

“We’ll see more HR ops pros evolve into system architects and storytellers — not just task executors.”

‍

She sees AI playing a helpful (but not dominant) role in HR operations — automating routine requests, catching anomalies, and saving time. But she’s clear: AI won’t replace the human ability to recognize nuance, build relationships, and see the big picture.

‍

The key, she says, is staying adaptable: knowing when to double down on automation, and when to stay in the weeds.

The M&A Questions HR Should Be Asking

In the final portion of the conversation, Dani talks about HR’s role during M&A — and the questions many HR leaders don’t ask soon enough:

• What promises were made during diligence?
• Are we aligning job catalogs and compensation bands early enough?
• Is the system infrastructure scalable — or held together with duct tape?
• Do we have a people strategy tied to the new business model?
  

“We’ve lost people because HR wasn’t looped in on retention promises made during diligence.”

‍

Her takeaway? HR should be at the deal table early — not just to react after the fact, but to prevent issues that impact integration, morale, and long-term value.

No Data, No Decisions

The conversation ends with a clear message: strategic HR starts with data — but not just any data. It has to be relevant, reliable, and tied to what the business cares about.

‍

“No data, no decisions.”

‍

For HR leaders trying to move from tactical execution to strategic impact, this episode serves as both a wake-up call and a playbook.

‍

Whether you’re navigating a new PE acquisition, building your first board deck, or just trying to clean up your systems — Dani’s advice is clear:

‍

Start small. Be honest. Anchor to the business. And never underestimate the power of a clean, trusted data point.