2017 Hot List Recipient
2020 Hot List Recipient
2021 CEO of the Year
Accolades
Media
Milestones
2008
2013
2015
2016
2020
2022
Becomes director of HR at market research firm Compete in Boston
2008
Promoted to SVP of HR for the merger of Compete and New York-based Dynamic Logic to form Millward Brown Digital
2013
Hired as the first HR leader at marketing and analytics platform provider Localytics
2015
Moves to tech firm Quickbase to establish its HR practice after Intuit’s divestiture
2016
In the midst of COVID-19, Cohn develops strategic plans around DEI and remote working at Quickbase
2020
Joins Allego as chief people officer
2022
Turning lofty aspirations into effective action
Always be closing.
Every sales representative lives by that mantra, and more than 650,000 of them rely on Allego to achieve that goal. The Waltham, MA-based sales enablement platform provider trains and empowers reps, providing feedback via asynchronous video and enhancing their skills through AI-powered coaching and peer-to-peer collaboration. High-profile brands like Tripadvisor, Abbott Laboratories and Voya Financial can attest that the platform has benefited their companies in various ways.
Allego's leadership understands that the organization’s success stems from its 226 employees, and to serve them better, the company welcomed Amy Cohn as its chief people officer earlier this year.
A 20-year veteran of the HR industry, Cohn oversees the strategic development and execution of initiatives such as talent management,
leadership development, and diversity, equity and inclusion. It wasn’t the path she envisioned growing up – she graduated from the University of Oregon with a bachelor's degree in religious studies. But Cohn says what she learned was applicable to HR and has certainly benefited her career.
“You understand what motivates people, how values drive behavior, and how we create a sense of community,” she says.
Cohn first got her foot in the door at Allego through networking, having previously worked with two of the company’s higher-ups. However, it was the organization’s mission statement that truly spoke to her.
“It’s the belief that success at work is fundamental to human happiness,” she says. “That deeply ties to what I do – helping create an employee experience and workplace environment where people of all different backgrounds can thrive.”
The Boston native has big shoes to fill, as Allego has received numerous workplace accolades over the years. In 2021, the company was named a two-time Inc. Best Workplace and Boston Globe Top Place to Work, as well as a four-time Boston Business Journal Best Places to Work honoree.
These awards are the result of Allego’s emphasis on fostering a collaborative culture. For example, to boost morale and engagement at the height of the
COVID-19 pandemic, employees participated in virtual events such as yoga, wine tastings, cooking and painting classes, and even an escape room. Additionally, a lifestyle coach was brought in to teach meditation and communication strategies for remote workers.
These team-building activities and mental health benefits are just a couple of the reasons why Allego has maintained a stellar retention rate during the Great Resignation, which has seen companies across the US experience historic turnover. More than 47 million American workers left their jobs in 2021, according to the US Bureau of Labor Statistics.
“Our retention rate is strong because we lean on our operating principles around supporting employees to always be learning,” Cohn says. “We share this message and build this environment that it’s OK to make mistakes. Our CEO tells new hires that it’s something you should love about the process and is required for continued learning. If we’re pushing ourselves to be our best, making mistakes will be part of the process.”
A common mistake in companies across all industries has been a lack of focus on building diversity. Following the racial protests in the summer of 2020, many organizations pledged to improve their DEI efforts. However, few have since made meaningful progress.
Culture Amp’s 2022 Workplace DEI Report found that only 34% of HR leaders had enough resources to support their
DEI initiatives. Fewer than half had a strategic diversity plan in place, and only 40% of organizations were conducting
DEI-specific surveys.
In terms of representation, corporate boards have made progress over the past year. Black directors have been appointed to fill 535 board seats, bringing their total to 1,919, according to ISS Corporate Solutions. Black people now represent 7.4% of directorships among companies in the Russell 3000 Stock Index – an increase of nearly 40% compared to 2020 figures. However, other underrepresented groups haven’t fared as well. For example, the number of Hispanics on boards has increased by 15%, but they represent only 3% of total directorships.
Cohn’s burning passion for DEI was one of the primary reasons Allego hired her. She strove to cultivate inclusion in her previous senior leadership roles at marketing research firms Localytics, Millward Brown Digital, and Compete, and most recently at software company Quickbase.
“Our CEO [Yuchun Lee] has been deeply engaged in DEI, bringing the organization along that journey,” Cohn says. “The focus has really been around building awareness and opportunity for people to reexamine our belief systems and challenge our ways of thinking. My role is to take us from learning into an action-oriented stage.”
In the coming months, Cohn says, Allego will offer training and workshops for all employees, with discussions around how to be an ally and create an inclusive workplace.
Of course, recruiting a diverse workforce is also part of Allego's strategy. In 2021, the company hired more than 100 people, quite the feat in such a competitive labor market. The transition to remote working does widen the talent pool, opening it up to more candidates than ever before. Naturally, Cohn helps with recruitment, brainstorming with the team on how to access potential employees with different skills and backgrounds.
“The talent market is the hottest I’ve ever seen it,” she says. “We’re thinking about how we expand our reach and engage with the gig economy. We’re also reevaluating our ideal talent profile, thinking about an employee’s potential versus their set of experiences.”
It’s a challenging yet exciting time to be an HR leader, and Cohn relishes the opportunity to rise to the occasion. The perception of her role has changed since the pandemic, as bosses and employees alike realize the contributions that HR brings to an organization.
“It’s the day-to-day that keeps me energized and engaged,” Cohn says. “I ask myself why we’re doing something, what impact is it having, who are we doing it for. It’s all about how I can help shape a culture within an organization and how I can continue to show up as a leader.”
Spotlight
Allego provides a complete sales enablement platform with patented technology that ensures sellers have the skills, knowledge, and content they need to optimize team success in a virtual world. In place of traditional training and content enablement tactics – which are rapidly outdated and often ineffective – Allego empowers reps with the activated content they need to close deals faster, and the personalized coaching and learning they require for continuous improvement. And it all happens in the flow of their daily work. Whether it's providing feedback to one another through asynchronous video, or enhancing their skills through AI-powered coaching and peer-to-peer collaboration, more than 650,000 professionals are using Allego to revolutionize the way they onboard, train, collaborate, and sell.
Company Profile
2013
YEAR FOUNDED
226
No. of employees
Top 50
G2 sales products ranking
50%
% of largest US banks
in customer base
650,000+
No. of salespeople using Allego
Bio
Spotlight
Milestones
Media
Accolades
Company Profile
Years of Experience
20+
Career highlight
Transitioning Quickbase from Intuit to become a standalone, independent company in 2016
Amy Cohn
Chief people officer at Allego
Diversity, equity and inclusion in the workplace have become a rallying cry in the last two years, and Allego has brought in CPO Amy Cohn to fulfil its commitment to this
Read on
“That deeply ties to what I do – helping create an employee experience and workplace environment where people of all different backgrounds can thrive”
Amy Cohn,
Allego
“If we’re pushing ourselves to be our best, making mistakes will be part of the process”
Amy Cohn,
Allego
Share
Accolades
Media
Milestones
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2011
Turning lofty aspirations into effective action
Karen Adams has had a remarkable journey to her current role as CEO of Fundserv. Originally from Toronto, Adams earned a bachelor’s degree in mathematics and economics at Queens University, followed by an MBA in international finance at the University of British Columbia. After graduating, she set off across the globe, holding various positions with HSBC that took her to London, Dubai, Hong Kong, Beijing, Shanghai, Seoul and Mumbai.
That global experience gave Adams a unique perspective, prompting her to develop a leadership style that’s based on developing relationships with each individual, listening and understanding to help them reach their potential. That approach goes well beyond her own team, allowing Fundserv to succeed in creating solutions for its members.
“Having worked in many different countries, people ask if I am an expert in multicultural leadership,” Adams says. “I always say there is no such thing because that assumes you manage people based on their background. I have learned that people all want the same things: to develop our careers, give our kids a good future, etc. When she returned to Canada learned that people all
Cohn first got her foot in the door at Allego through networking, having previously worked with two of the company’s higher-ups. However, it was the organization’s mission statement that truly spoke to her.
“It’s the belief that success at work is fundamental to human happiness,” she says. “That deeply ties to what I do – helping create an employee experience and workplace environment where people of all different backgrounds can thrive.”
The Boston native has big shoes to fill, as Allego has received numerous workplace accolades over the years. In 2021, the company was named a two-time Inc. Best Workplace and Boston Globe Top Place to Work, as well as a four-time Boston Business Journal Best Places to Work honoree.
From those forums, a common theme arose that has plagued the industry for years: the amount of paper required in transactions.
“We have a motto to ‘axe the fax,’ and we saw this opportunity where members didn’t want their staff going into the office, but there are still physical cheques going back and forth,” Adams explains. “We put in place, in just six months, Ad-Hoc Money Movement [A$M]. We responded to the industry and are in the process of replacing cheques, which I think is awesome. We launched in January and have seen so much volume. We think ultimately we are keeping people healthier by not having to travel into the office.”
Spotlight
Company Profile
Share
Share
Accolades
Media
Milestones
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2011
Turning lofty aspirations into effective action
Karen Adams has had a remarkable journey to her current role as CEO of Fundserv. Originally from Toronto, Adams earned a bachelor’s degree in mathematics and economics at Queens University, followed by an MBA in international finance at the University of British Columbia. After graduating, she set off across the globe, holding various positions with HSBC that took her to London, Dubai, Hong Kong, Beijing, Shanghai, Seoul and Mumbai.
That global experience gave Adams a unique perspective, prompting her to develop a leadership style that’s based on developing relationships with each individual, listening and understanding to help them reach their potential. That approach goes well beyond her own team, allowing Fundserv to succeed in creating solutions for its members.
“Having worked in many different countries, people ask if I am an expert in multicultural leadership,” Adams says. “I always say there is no such thing because that assumes you manage people based on their background. I have learned that people all want the same things: to develop our careers, give our kids a good future, etc. When she returned to Canada learned that people all
“You understand what motivates people, how values drive behavior, and how we create a sense of community,” she says.
Cohn first got her foot in the door at Allego through networking, having previously worked with two of the company’s higher-ups. However, it was the organization’s mission statement that truly spoke
to her.
“It’s the belief that success at work is fundamental to human happiness,” she says. “That deeply ties to what I do – helping create an employee experience and workplace environment where people of all different backgrounds can thrive.”
The Boston native has big shoes to fill, as Allego has received numerous workplace accolades over the years. In 2021, the company was named a two-time Inc. Best Workplace and Boston Globe Top Place to Work, as well as a four-time Boston Business Journal Best Places to Work honoree.
These awards are the result of Allego’s emphasis on fostering a collaborative culture. For example, to boost morale and engagement at the height of the COVID-19 pandemic, employees participated in virtual events such as yoga, wine tastings, cooking and painting classes, and even an escape room. Additionally, a lifestyle coach was brought in to teach meditation and communication strategies for remote workers.
From those forums, a common theme arose that has plagued the industry for years: the amount of paper required in transactions.
“We have a motto to ‘axe the fax,’ and we saw this opportunity where members didn’t want their staff going into the office, but there are still physical cheques going back and forth,” Adams explains. “We put in place, in just six months, Ad-Hoc Money Movement [A$M]. We responded to the industry and are in the process of replacing cheques, which I think is awesome. We launched in January and have seen so much volume. We think ultimately we are keeping people healthier by not having to travel into the office.”
While she’s proud of the strides Fundserv made in 2020, Adams acknowledges that it was a challenging time as a leader. Not only did she have to ensure Fundserv kept running efficiently as her team transitioned to working from home, but she was also filled with concern for her team members.
“I just worried about our employees, their mental health and if they would be OK,” Adams says. “I like to see people, so I set up one-on-ones just to connect with them.
Moving forward, Adams says Fundserv’s goals remain aligned with those of its members, and her team will continue listening and understanding what members need so the organization can evolve accordingly. She adds that she wants Fundserv to be so good at providing a secure and reliable service that members forget it’s there – and she wants the company to continue to inspire change in the industry.
“It is sad that it took a pandemic to recog-nize the cheque issue and solve it,” Adams says. “What we will do in the future is root out those things in the industry and not wait for a pandemic to ignite change. There is no reason we can’t change. Change, like auto-mation, will accelerate from now, and we’ll do our part to keep it going.”
Spotlight
Company Profile
Years of Experience
Read on
Once lived “off the grid” in Oregon
Surprising fact
“Hope is the enemy of injustice”
Favorite quote
Companies
People
Newsletter
Copyright © 2022 Key Media
About us
Authors
Privacy Policy
Conditions of use
Contact us
RSS
AU
NZ
ASIA
CA
US
CALIFORNIA
News
SPECIALIzATION
Events
Best in HR
Resources
Subscribe
Transitioning Quickbase from Intuit to become a standalone, independent company in 2016
Years of Experience
Read on
A common mistake in companies across all industries has been a lack of focus on building diversity. Following the racial protests in the summer of 2020, many organizations pledged to improve their DEI efforts. However, few have since made meaningful progress.
Culture Amp’s 2022 Workplace DEI Report found that only 34% of HR leaders had enough resources to support their DEI initiatives. Less than half had a strategic diversity plan in place, and only 40% of organizations were conducting DEI-specific surveys.
650,000+
No. of salespeople using Allego
Top 50
G2 sales products ranking
50%
% of largest US banks
in customer base
226
No. of employees
2013
YEAR FOUNDED
Companies
People
Newsletter
Copyright © 2022 Key Media
About us
Authors
Privacy Policy
Conditions of use
Contact us
RSS
News
Specialization
EVents
Best in HR
Resources
Subscribe
AU
NZ
ASIA
CA
CALIFORNIA
US
A common mistake in companies across all industries has been a lack of focus on building diversity. Following the racial protests in the summer of 2020, many organizations pledged to improve their DEI efforts. However, few have since made meaningful progress.
Culture Amp’s 2022 Workplace DEI Report found that only 34% of HR leaders had enough resources to support their DEI initiatives. Less than half had a strategic diversity plan in place, and only 40% of organizations were conducting DEI-specific surveys.
Companies
People
Newsletter
About us
Authors
Privacy Policy
Conditions of use
Contact us
RSS
Copyright © 2022 Key Media
News
Specialization
EVents
Best in HR
Resources
Subscribe
AU
NZ
ASIA
CA
CALIFORNIA
US
– Bryan Stevenson