Redirecting.work

 

Gretchen began with openness. Early in her search, she said yes to a wide range of conversations without locking herself into a specific title or company size. She spoke with startups and large enterprises, explored product leadership roles, general manager roles, and considered a CEO opportunity.

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She treated each conversation as exploration, using each to refine what felt right and what didn’t. She noticed an internal signal she came to trust. When she felt she was “lip syncing,” presenting a version of herself that did not feel authentic, she treated it as data. Even when an opportunity looked attractive, if she sensed she would need to perform rather than lead naturally, she stepped away. In one case, she declined a role as an offer was forming, confident it was not the right fit for who she was at this stage.

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Recruiters played the central role in her process. Gretchen did not apply directly for roles or rely on online applications. Most of her opportunities came through executive recruiters. She built relationships with multiple recruiters and stayed visible across several firms.

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She also expanded her network creatively. When contacted about board work, she took the call and asked to be connected to recruiters within the firm with possible operations roles. She reactivated older recruiter relationships, letting past contacts know she was back on the market. One recruiter stood out for staying engaged even without an immediate fit and later reaching out to congratulate her when she landed her new role.

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Like many senior candidates today, Gretchen encountered strategy discussions as part of late-stage interviews. Several companies asked her to prepare written responses or presentations addressing specific business challenges. She viewed this not as trying to get competitive intelligence, but as a reasonable way for companies to understand how she thinks and approaches complex problems. At the same time, she noticed when questions were poorly framed, often reflecting issues with a previous leader. In those cases, she focused on her leadership fundamentals rather than forcing answers into slides.

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Throughout the process, Gretchen continued her momentum. Even when she was deep into conversations with one company, she continued taking other calls. She understood that executive searches can stall for reasons unrelated to candidates, and keeping multiple conversations active helped her keep her momentum going.

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Her Current Role at UKG

Gretchen is now SVP and General Manager for UKG’s HR and payroll offerings, a key line of business for the #2 HCM software provider in the world by market share. Part of the attraction of this role for her was UKG’s emphasis on supporting all workers, from the front office to the front line. Additionally, the general manager function is evolving at UKG, so Gretchen is not only leading a business, but also helping shape how the company scales. 

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While product management reports directly to her, her scope extends beyond product delivery. She is accountable for the overall success of the business, including growth, revenue, and customer outcomes as UKG serves some of the world’s best-known brands, such as DuPont, Crocs, and MGM Grand, to achieve higher levels of HR and operational excellence.

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One reason the role appealed to her is that the general manager function is evolving at UKG. She is not only leading a business, but also helping shape how the company operates at scale.

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She appreciated UKG’s interview process, including a panel discussion with the executive team that allowed her to observe how leaders interact and collaborate in real time. She left the process energized, a strong indicator she was making the right move.

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Advice for Leaders Looking for Roles

For directors and vice presidents seeking expanded scope, Gretchen offers practical guidance:

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• Start open, then narrow based on fit.

• Build relationships with multiple recruiters rather than relying on one.

• Be explicit with your network about what you are looking for.

• Separate feedback you can act on from constraints, such as location, you cannot change.

• Pay attention to how you feel in interviews. If you are performing, the fit is likely wrong.

 

Gretchen’s reset worked because she balanced patience with purposeful action. She stayed open without drifting, persistent without panic, and focused on fit rather than ego. In a difficult market, that combination turned a reset into a well-timed, well-earned success.