Leading at the Intersection of Psychology, Business, and Technology

Doug Dureau, CHRO, EVP HR & Administration, Hillwood

Doug Dureau is a visionary HR leader with nearly 30 years of experience, serving as CHRO at Hillwood and the Perot companies. Combining deep HR expertise, cross-industry insight and technology acumen, he drives culture, talent and innovation. A lifelong learner with an MBA and a focus on AI, he shapes the future of work.

Through this interview, Dureau highlights the importance of integrating psychology, business and technology to shape culture, drive leadership development and enhance organizational performance. He emphasizes reducing friction, fostering engagement and evolving HR practices to support both employees and business success.

AT A GLANCE:

• Integrating Psychology, Business and Technology – Leveraging insights from psychology, coaching and tech-driven analysis to shape culture, align people strategy and drive organizational performance.

• Leadership Development and Engagement – Implementing targeted coaching, training and 360-degree assessments to build Hillwood’s leadership pipeline and enhance employee engagement.

• Reducing Friction Across Processes – Streamlining onboarding, improving cross-functional collaboration and resolving relationship tensions to support employees, leaders and overall business success.

Psychology Shaping Culture: Embedding Values Through Strategy

My background in psychology has shaped the way I lead and communicate throughout my career. In my early work in clinical psychology, I facilitated groups and managed an employee hotline. Screening calls taught me how to listen for tone, mirror language and communicate intent with clarity. Later, in HR, those same skills became essential for building trust and addressing sensitive matters. Psychology has consistently informed my understanding and approach to engaging with people in the workplace.

“Sustained success depends on translating people’s challenges into business solutions. Leaders are typically strong on financials, yet many need support connecting people strategy to business outcomes. HR bridges that gap while reinforcing culture.”

Pairing psychology with business and technology has defined my approach to complex projects. Understanding clients, weighing financial implications, telling a compelling story and securing buy-in all require balance. Bringing together human insight, business discipline, and technological tools allows me to move initiatives from concept to execution while achieving alignment across the organization.

In shaping culture, psychology and coaching play a pivotal role. Asking structured questions across diverse groups reveals motivations and perspectives that might otherwise remain hidden. Business acumen then ensures those insights translate into strategies aligned with organizational priorities and performance. Culture and values may be universal in principle, but their impact depends on how they are applied, measured and connected to both profitability and social outcomes. Organizations that align their financial performance with social impact are those best positioned for long-term success.

Technology and internal communications make these insights actionable. Surveys, facilitated discussions, and structured feedback give employees a voice, while clear channels ensure that culture, values, and expectations are communicated consistently. The goal is to embed ethics and values into every policy, practice and process so they are not aspirational but operational. What I have learned is that when psychology, business insight and technology come together, culture becomes transformative and sustainable.

Coaching and Training Impact: Driving Leadership Development and Engagement

As CHRO, the potential for impact is significant, though reaching every individual directly is impossible. The objective measure of success lies in designing programs, training and structures that enable positive outcomes across the organization.

Large-scale surveys and 360-degree assessments provide valuable insights, yet averages often mask differences across teams. AI has made analysis faster and more precise, but data alone does not explain trends. An accurate understanding is achieved through listening, coaching, and consulting to uncover the root causes. The next step is to focus on selecting a small number of actions that will have the greatest impact on engagement, retention, and results. Doing fewer things well creates more value than trying to address everything at once.

Sustained success depends on translating people’s challenges into business solutions. Leaders are typically strong on financials, yet many need support connecting people strategy to business outcomes. HR bridges that gap while reinforcing culture. This became especially clear during the COVID-19 pandemic, when some operations were conducted remotely and others remained on-site. HR coordinated testing, tracing and systems integration with IT to keep operations safe and business moving.

The pandemic accelerated the broader evolution of HR. The function has shifted from enforcing policies to consulting and coaching, and now to a more holistic approach that considers the whole person. Performance issues are addressed with empathy for life circumstances, striking a balance between employee needs and business continuity. Managing transitions with dignity while creating pathways for future success is now a core responsibility.

A constant focus has been on reducing friction across processes and relationships. Onboarding, for example, can become fragmented when managed in silos. Cross-functional sequencing creates smoother experiences. Miscommunication often drives tension between leaders and associates or among peers. Systems thinking, informed by psychology and business insight, helps identify friction points and resolve them. The outcome is stronger relationships and a healthier organization.

Timeless Advice for Young Professionals: Focus, Learn and Evolve

Too often, people aspiring to leadership roles believe they must master everything at once. My advice is to focus on the future vision and then identify the key steps to reach it.

When I set my sights on becoming a CHRO, I broke the goal into manageable steps. I pursued an MBA because it was a highly regarded degree, I gained the years of experience required, and I earned certifications along the way. Checking those boxes created momentum and made the journey achievable.

Continuous learning is the second piece of advice I share. New topics, such as AI, now shape business, HR, and compliance. Staying curious and engaged ensures not just relevance today but resilience for tomorrow.

Finally, leadership is about evolution. In HR, this means moving from enforcing rules to coaching and understanding the whole person. In a divided world, it is vital to see the humanity in others, disagree respectfully and still work together toward solutions. I believe the leaders who embrace that mindset will be the ones who inspire trust, unlock innovation and create workplaces that thrive.

AI

Financial

Business Continuity