“A Chief People Officer is a hybrid role of pretty much most of the exec roles that sit around the table.”  

The role of a Chief People Officer is evolving fast and it’s no longer just about HR. In this episode of The People Agenda podcast, host Chris Howard and Debbie Mitchell speak to Keniro Miller, Chief People Officer at Ultimate Performance, as he reveals how a “triple lens” approach is redefining the modern C-suite.  Keniro shows why today’s CPO must operate as a hybrid business leader who can drive performance and shape strategy.

What is the primary role of a Chief People Officer? 

A CPO is a hybrid business leader who contributes across all functions, not just people. The role goes far beyond traditional HR responsibilities and requires active participation in enterprise-wide decision-making. Keniro notes how a CPO must be able to: 

• Act as a cross-functional executive, contributing to finance, operations, and marketing 

• Bring informed opinions and solutions, not just people-focused perspectives  

• Balance people, commercial, and client outcomes in every initiative  

• Use data and measurable outcomes to validate people strategies  

• Operate as a leader of the business, not just the HR function  

Why is commercial thinking critical for CPOs? 

CPOs need to show clear, measurable business impact and not just improvements in culture. Earning credibility at the executive table comes from linking people initiatives to real business outcomes, like revenue growth and cost efficiency. That means turning cultural priorities into clear metrics and performance indicators and using data to demonstrate ROI rather than relying on assumptions about engagement or satisfaction. The most effective leaders also design initiatives that deliver value across multiple areas of the business and communicate in a way that resonates beyond HR. 

How should CPOs communicate with different stakeholders? 

Effective CPOs adapt their communication style based on audience, culture, and function. Success depends on understanding how to influence different stakeholders. Keniro outlines some actions CPOs can take to communicate effectively: 

• Tailor messaging based on cultural context and regional differences  

• Understand each function’s priorities, goals, and language  

• Build strong personal relationships to enable constructive challenge  

• Use empathy and awareness to land messages effectively  

• Avoid a “one-size-fits-all” communication approach  

What makes a strong relationship between a CPO and CEO? 

Keniro reflects that “The best relationships are where you can soundboard, challenge each other, and then leave the room fully aligned.” A CPO must act as both a strategic partner and a critical friend, this can be achieved through: 

• Providing honest challenge and alternative perspectives   

• Supporting decisions once made, ensuring full alignment across leadership  

• Balancing constructive disagreement with mutual respect  

• Enabling faster, more confident decision-making at the top  

How is the CPO role evolving in the future? 

CPOs are increasingly expected to lead transformation and navigate wider business risks, with the role now extending well beyond traditional people strategy. This means taking on organisation-wide change initiatives and building a solid understanding of areas like legal, governance, and regulation. Strong CPOs tend to operate with a “triple lens,” balancing people, commercial, and client impact in their decisions. They’re also comfortable making confident calls without always waiting for external validation, while continuing to adapt as expectations grow with the rise of data and AI-driven insights. 

What is the key success factor for becoming a great CPO? 

Keniro believes the most important trait is saying yes to challenges and figuring things out. Growth comes from stepping into unfamiliar territory with confidence. CPOs should be ready to: 

• Take on new challenges without having all the answers upfront  

• Learn quickly through exposure and real-world problem solving  

• Avoid saying no due to uncertainty or lack of experience  

• Balance confidence with responsibility to avoid unnecessary risk  

• Build capability through doing, not waiting to be ready  

The modern CPO is no longer a support function; it’s a core driver of business success. If you want to hear the full conversation, deeper examples, and real-world context behind these insights, make sure you listen to this episode of The People Agenda podcast. 

Are you a CPO looking to meet likeminded individuals? Our CPO network meet semi-regularly to share insights, discuss challenges and people solutions around the fast-evolving role of a CPO.