Building Cultures People Want To Join
Gabriella Bedor
CHRO
TeleWorld Solutions
Building Cultures People Want To Join
Gabriella Bedor
CHRO
TeleWorld Solutions
Gabriella Bedor-Visionary Global Corporate Leaders to Watch in 2025
Across the United States, companies are grappling with a new reality in the workplace. A new generation is reshaping the world of work. Gen Z and millennials want more than steady paychecks; they demand authenticity, growth, and cultures that align with their values. Talent shortages, shifting expectations, and the rise of AI have forced leaders to rethink what it takes to attract, engage, and retain top talent. The old models of HR no longer suffice, leaving leaders to answer a critical question: how do you build organizations where people not only stay but thrive? Few understand this balance better than Gabriella Bedor, CHRO of TeleWorld Solutions. Over nearly two decades at PwC, she mastered the art of aligning business strategy with human capital, reshaping workplace cultures, and proving that when people are valued, performance follows. Her leadership journey then expanded through roles at Freddie Mac, Dell Technologies, and Nuix, where she refined her ability to navigate change and inspire teams during periods of transformation. Today, as Chief Human Resources Officer at TeleWorld Solutions, Gabriella faces the challenge head-on. She oversees initiatives in talent vision, succession planning, alignment of strategy, DEI, and employee engagement, all while ensuring the company remains agile in a competitive and fastevolving industry. Her approach blends strategic foresight with hands-on empathy, making her a trusted presence for employees at every level. In an exclusive conversation with TradeFlock, Gabriella Bedor shares her insights, experiences, and philosophies, offering a rare glimpse into the mind of a leader who continues to shape the future of work.
What early experiences showed you that HR leadership was your calling?
I never planned a career in Human Resources, but I knew I wanted work that involved meaningful interactions with people. My first steps were humble yet revealing. At a very young age, I started working at the parish rectory, and I discovered the joy of engaging with others while answering phones. Take a moment to consider the profound power of human connection. Providing solutions to those who reached out brought me deep fulfillment— it was rewarding to help and to resolve their needs. That early experience sparked my interest in customer-facing roles and eventually led to an internship with Coopers & Lybrand. Among all my early jobs, my favourite was working as a checkout clerk at our neighbourhood Sniders grocery store. Meeting individuals from diverse backgrounds taught me the value of understanding people, and it was there that a customer suggested I explore HR or recruiting, since his wife worked at Coopers & Lybrand. That recommendation led to an interview, a job offer, and ultimately a 20-year journey with PwC. Looking back, these experiences, from parish service to encounters at the grocery store, were pivotal. They shaped my understanding of people, confirmed my calling in HR, and laid the foundation for a career that has been both rewarding and transformative.
What is your biggest personal learning from your time at PwC that still shapes how you lead today?
Life is full of lessons, waiting to be discovered if we remain present and truly mindful. I’ve learned that the most powerful leadership springs from authenticity and passion, always intertwined with unwavering integrity. There are moments when stepping into a room of influential people stirs nerves deep inside, yet I remind myself that vulnerability is part of the journey. When you genuinely believe in what you are presenting, there’s no need to persuade—your conviction shines through, and the message finds its own voice. One piece of wisdom from my grandmother has become my anchor: “Remember, everyone touches the ground with the same two feet.” This gentle reminder grounds me, dissolving barriers and bringing me back to the simple truth of our shared humanity. It’s in these moments of connection and humility that I find the greatest strength and meaning. I lead with my team, not above them. True leadership means embracing every challenge at times, rolling up my sleeves and diving into the work with my colleagues. This hands-on approach keeps me grounded and connected, reminding me that leadership is not about titles—it’s about trust, collaboration, and shared purpose. The spirit of PwC has shaped me to be accountable and distinctive, leading by example. Every day, I strive to honour those values, inspiring others and being inspired in return. Together, we set the standard, and together, we rise.
What is one HR strategy you implemented that surprised even you, and why did it work so well?
About twelve years ago, I launched a live TV show to communicate our HR initiatives. We invited local celebrities, football players, and business owners to share messages, which included, but not limited to, ‘real-time feedback,’ updated benefits such as a policy change to unlimited sick time. By using external voices to highlight these initiatives, we made the content fresh and engaging without revealing proprietary information. Typically, when leaders repeatedly deliver the same information, audiences can become desensitized. These TV shows, however, increased our pulse survey scores by a significant percentage. I was unsure how the audience would respond, but I was fortunate to have a leader at the time who supported experimentation and gave me the freedom to adjust the approach as needed. The experience reinforced the importance of creativity, engagement, and taking calculated risks in the HR field.
"I’ve learned that the most powerful leadership springs from authenticity and passion, always intertwined with unwavering integrity."
Who were your mentors or role models, and what lessons from them still guide you?
During my career in HR, one individual stands out as truly exceptional. This person dedicated time to support my professional growth, even when delivering feedback that was challenging to receive. Their attentive listening, meaningful engagement, and insightful advice provided a foundation for my development. The lessons I learned from their straightforward yet highly effective approach continue to transform my leadership style, even after twenty years have passed. Their commitment to fostering growth and excellence remains a model I strive to emulate. I strive to cultivate other leaders, even though some may prefer to follow. Providing timely and honest feedback is essential, as it allows individuals to improve and positions them for success. Authenticity is crucial in HR. When you choose to surround yourself with individuals who ignite your sense of possibility, you invite transformation—not only in your professional journey, but also in your personal evolution. Their inspiration becomes a catalyst, challenging you to reach beyond your limits, expand your perspective, and embrace growth in every dimension of life. In their presence, you discover new strengths, deeper empathy, and a renewed commitment to becoming your best self.
What current HR initiative excites you and has the potential to reshape employee experience or company culture?
From my experience, several HR gaps are evident. One of the most significant is talent management. Many organizations struggle to attract, retain, and develop top talent, which can hinder growth. HR leaders should create comprehensive talent programs that include robust recruitment, ongoing learning and development, and clear career progression paths. Another critical gap is employee engagement and well-being. Many employees feel disconnected, which can lead to lower productivity and increased turnover. HR should foster a positive work environment by promoting work-life integration, providing mental health support, and cultivating a culture of recognition and appreciation. Finally, technology has created a skills gap in many industries. Organizations need employees who can adapt to evolving tools and processes. Investment in upskilling and reskilling ensures the workforce remains competitive and future-ready. And AI should not be feared. Its success still depends on human insight, empathy, and strategic thinking.
Beyond metrics and policies, what keeps you grounded, creative, or energized?
Beyond metrics and policies, what keeps me grounded is my commitment to building a workplace where people feel seen, heard, and valued. It’s easy to get caught up in numbers, which we know tell the story, but the real impact of HR is felt in everyday moments—how someone feels after a tough conversation, or how included a new hire feels on their first day. Creativity comes from listening intently and remaining mindful. Every challenge is an opportunity to rethink how we support our people—whether that’s reimagining performance reviews, rethinking wellness programs, or making hybrid work truly inclusive. What energizes me is witnessing growth— when a team starts collaborating better, when a leader steps into their potential, or when a culture shift starts taking root. Those human stories are what make this work meaningful. Winning together is a great fulfillment. Lastly, but by far the most important is prayer. My love for God and daily prayer help me remain grounded, grateful, and centered, even in challenging times. Each day is a blessing, and remembering this allows me to approach work and life with a more balanced perspective. Simply put, “just do good.”
Looking back 10 to 15 years from now, what legacy do you hope to leave in HR and with the people you mentor?
I hope my legacy is one of kindness and a genuine desire to help others. I have always tried to be accessible, never too busy to answer a phone call or respond to an email, because I put myself in others’ shoes and offer the same consideration I would hope for in their place. I want to be a catalyst for positive change, always remembering where I came from and the importance of paying it forward. People matter, and compromising them compromises organizational success. They are our most valuable asset and our most credible ambassadors. Jobs should not just be tasks; they are evolving spaces to cultivate, manage, and refresh with new ideas. No one else will leave the same footprints as you, so make them count and make them matter.
