Ruth Gellert-Neale is an experienced Human Resources Executive with a diversified portfolio of global experiences, advising C-suite leaders, as well as developing and growing teams to operationalize and deliver strategic HR initiatives. Throughout her career, Ruth has lived and worked in Asia and EMEA and has had global roles spanning the full breadth of the HR function. 

Ruth builds partnerships across HR teams to deliver impact across the organization, she is a dynamic agent of change who innovates and develops effective people programs, building organizational capability to align people, business and leadership objectives. 

Ruth values the importance of relationships across HR teams and the business to deliver seamless value at all levels. A dynamic change agent, who innovates and develops effective people programs, building organizational capability to align people, business and leadership objectives.  

Ruth is Global Head of HR for Technology at JLL, where she champions the use of AI within the HR function and has driven a culture of high performance. 

Ruth holds a Master’s in Human Resources from the University of Hertfordshire, UK and is a Chartered Fellow of the Chartered Institute of Personnel and Development. 

Here she meets with our partner, Lee Brantingham, to discuss the ability to build organizational capability that aligns with people, business, and leadership objectives. We hope you enjoy reading this.

What is the most important thing you have learnt in your career?

Careers aren’t linear—they’re organic and at times can be scary, but they are exciting! I’ve discovered that the best opportunities usually show up when you least expect them. That “wrong turn” you took? It might just be the thing that teaches you your most valuable skill. The project that terrified you? Could be your biggest breakthrough.

I used to think I needed a perfect five-year plan, but now I know the magic happens when you stay curious and say yes to things that stretch you. Every twist, every pivot, every moment of “what am I doing?”—it all adds up to make you who you are professionally. The uncertainty that used to keep me up at night is now what gets me excited to see what’s next.

Was your path to leadership strategic, opportunistic, or a bit of both? What key moments shaped your journey?

My path to leadership was definitely a mix of both. Early on, I realized that being technically good wasn’t enough—I needed to learn how to network. As a natural introvert, this was terrifying!

I’ll never forget this one moment at Prudential’s London head office. There was a networking event for HR newcomers just down the road, and I was absolutely petrified. I stood outside for ten minutes, debating whether to go in. When I finally worked up the courage, that single evening taught me more about career growth than months of training ever could.

That experience showed me the power of pushing through fear. Since then, I’ve taken on opportunities that genuinely scared me—like moving from London to Singapore and adapting to a completely different work environment. It was challenging, but I’ve loved every minute of it. 

Now I have a go-to question I ask myself: “What’s the worst that could happen?” Most of the time, the answer is “nothing serious,” but it’s a great reality check that helps me take calculated risks and keep growing.

Is there anything you wish you’d known when you started your career? And anything you would tell yourself at an earlier stage in your career?

Don’t be scared! I spent so much energy worrying about the tiniest details—stressing over a misplaced comma or panicking if I forgot to send an email. I’d lose sleep over things that, in the grand scheme of things, just didn’t matter.

If I could go back, I’d tell my younger self to zoom out and focus on what really counts. Yes, attention to detail is important, but not at the expense of missing the bigger picture. Those small mistakes I was terrified of? They’re forgettable. What people remember is your contribution to major projects, how you handle challenges, and the relationships you build.

I wish I’d realized sooner that perfectionism in the little things was actually holding me back from taking on bigger, more meaningful work. Sometimes good enough is good enough—and that frees you up to focus your energy where it really makes an impact.

What fascinates you about your job?

The constant evolution of HR and how we’re always adapting to meet new business needs while helping people grow in their careers. No two days are the same—one minute you’re solving a complex people challenge, the next you’re designing programs that could shape someone’s entire career trajectory.

What really gets me excited is being at the intersection of business strategy and human potential. HR isn’t just about policies and processes anymore; we’re strategic partners helping organizations thrive while creating environments where people can do their best work. The field keeps evolving, and that means I’m always learning something new, whether it’s about emerging workplace trends, new technologies, or simply understanding what motivates different generations in the workforce.

As a leader, what skills do you continuously work on to keep you at the top of your game?

I’m a firm believer in continuous learning. Over the past year, I’ve been working on my coaching qualification because I think great leadership is really about developing others, not just directing them.

I’m also focused on learning how to “bring the outside in”—leveraging external insights and market trends to create more thoughtful, impactful strategies. It’s about staying connected to what’s happening beyond our four walls and using those insights to drive better decisions for our people and business. 

The key is never getting comfortable. The moment you think you’ve figured it all out is when you start falling behind.

What type of people do you like to work with, and what makes them good leaders? 

I’m a natural optimist, so I’m drawn to people who share that positive outlook on life. I get energized by working with people who genuinely care about doing right by others and focus on what’s best for the business, not just their own interests.

What really attracts me are the people who work hard, don’t always get it right, but keep pushing forward anyway. I love working with those who reach for the stars and are committed to being the best version of themselves. There’s something inspiring about people who embrace challenges, learn from their mistakes, and never stop trying to improve.

To me, that combination—optimism, selflessness, resilience, and ambition—is what makes truly great leaders. They lift others up while constantly pushing themselves to grow.

How do you ensure your vision and strategy stay aligned with the needs of your people and customers?

I prioritize regular, honest conversations with my team about what’s working and what needs to change. I also actively seek out customer feedback through both direct interactions and data analysis.

The key is asking the right questions: Are we solving real problems? Is our strategy enabling people to do their best work? Are we creating genuine value for our customers?

I’ve discovered that strategies can look brilliant on paper but fall flat if they don’t connect with the people implementing them or address actual customer needs. That’s why I continuously test my assumptions, gather feedback, and adapt when necessary. It’s about staying flexible while remaining anchored to your core mission.

Frequent pulse checks, open conversations, and being willing to change direction based on evidence—that’s what keeps strategy connected to reality.

What’s one leadership habit or mindset shift you believe more executives should adopt today?

A development mindset paired with transformational leadership—moving away from hierarchical thinking toward genuinely developing people and creating supportive environments.

I’ve seen too many leaders rely on their title to get things done, but that never inspired me when I was coming up. The leaders who made the biggest impact on my career were the ones who saw potential in me that I didn’t even see in myself. They invested time in my growth, created safe spaces for me to fail and learn, and genuinely cared about my development.

Now I try to be that leader for others. Instead of “Do this because I said so,” I ask “How can I help you grow through this challenge?” When you shift from managing tasks to developing people, something magical happens—they don’t just meet expectations, they exceed them because they’re personally invested in the outcome. 

I’ve learned that the best leaders aren’t the ones with all the answers—they’re the ones who help others discover their own potential.