Brickster Voices is a sequence that spotlights the individuals who make our work potential. Via private profession journeys, behind-the-scenes appears to be like at impactful tasks, and a glimpse into how we work collectively, these tales provide a window into life at Databricks. Whether or not you’re exploring new alternatives, interested in our work in Information + AI, or just impressed by tales of development and collaboration, Brickster Voices invitations you to get to know the people driving our mission ahead.
As a part of our Brickster Voices sequence, Leide Cabral-Donald, Supervisor, Inclusion, sat down for an interview with Cindy Nicola, our VP of International Expertise Acquisition, who joined Databricks simply over a yr in the past. Cindy has led international expertise acquisition groups by means of a few of tech’s most defining chapters—from Apple and Tesla to Rivian and now Databricks—with a gradual mix of braveness, readability, and care. Throughout this dialog, she displays on her profession journey, what it means to steer boldly by means of hypergrowth, and the teachings which have stayed together with her. Spoiler: it’s as inspiring as it’s refreshingly actual.
Leide: I’ve been so impressed by your resilient private story because you shared it with our group. Are you able to inform us a bit about your journey and what led you to work in HR?
Cindy: I used to be adopted at a younger age and left dwelling at 14. I by no means went again. Whenever you go away dwelling that early, the street is never linear. I didn’t at all times make the most effective decisions, however I prioritized my obligations first and located solace in getting straight As and lifting others up. In faculty, I labored full-time whereas going to high school full-time to pay for each my life and training. I used to be drawn to influence, which led me to pursue a level in Psychology and Sociology. I began working in psychological well being early on, with sufferers in disaster: these battling dependancy, suicidal ideation, and extreme psychological sickness. I beloved that work. I felt like I used to be making an actual distinction. After incomes my BA, I enrolled within the Grasp of Social Work program at Boston College. However throughout my first yr, a shift occurred. I spotted that regardless of my ardour for the sphere and for serving to others, sustainable influence felt uncommon, and admittedly, I wasn’t at all times impressed by the individuals I noticed main the work. I wished to be surrounded by individuals who challenged me, individuals I may be taught from — and I craved systems-level change.
Someday, throughout an internship at a big social providers company in Dorchester, I used to be speaking to my supervisor about this shift and dilemma. He appeared to actually perceive, and he requested me, “Have you ever ever thought-about HR?” He stated the intersection of individuals and enterprise could be the place I may make the largest distinction.
That dialog modified all the things. I shifted the again half of my MSW to give attention to administration and enterprise, graduating with a brand new mission: break into HR. Someday, whereas ready in line for an aerobics class, I overheard somebody point out their HR individual had stop. I sprinted to my automobile, grabbed my resume, and handed it to her. The following day, I received the decision. I took an enormous pay reduce and began as an HR coordinator.
Six months later, I used to be promoted to HR generalist. Eighteen months after that, I grew to become an HR supervisor. I spent the subsequent decade in HR management roles (with a brief detour main high quality & HR), and in 2000, I used to be requested to assist construct a strategic recruiting operate.
That’s after I fell in love with expertise acquisition — and the facility it has to form an organization’s future.
L: What a strong journey — it’s clear that function and influence have been on the coronary heart of each chapter for you. It looks like discovering your technique to expertise acquisition actually aligned with that deeper drive to affect programs and uplift others. What do you discover most rewarding about working in expertise acquisition?
C: There’s nothing fairly prefer it. You get to form the way forward for an organization by serving to construct the groups that construct all the things else. Each rent is a lever for influence on the product, the tradition, and the momentum of the enterprise. Whenever you get it proper, it’s transformational.
Nevertheless it’s additionally deeply human work. You’re serving to individuals make a number of the greatest selections of their lives—the place to develop, what issues to resolve, and who to belief with their time and expertise. Being a part of that second and doing it with care, intention, and readability is extremely significant.
And whereas I really like the craft of expertise acquisition, what’s much more rewarding to me is main. I’ve had the privilege of constructing and main international groups from 50 to just about 1,000 individuals—and that’s the half I’m most happy with. I’ve been part of so many profession journeys, and it means the world to see people who as soon as sat on my groups now main TA at different firms.
L: You’ve led expertise acquisition at firms identified for his or her explosive development and impressive missions — what does daring and genuine management appear to be for you throughout the hypergrowth stage?
C: Daring and genuine management, for me, means creating readability amidst the chaos—readability of function, readability of expectations, and readability round what nice appears to be like like. I attempt to present up as an actual human, not only a chief with a to-do checklist. Which means being trustworthy about what’s working and what’s not, creating house for others to do the identical, and supporting my group by means of the inevitable ups and downs. Being daring is about setting a excessive bar and never decreasing it when issues get onerous. Being genuine is about being trustworthy about tradeoffs, supporting individuals by means of uncertainty, and creating a way of shared possession within the outcomes. I feel the mixture of care and readability is what retains you intact and stronger by means of hypergrowth.
L: Wanting again, was there a second that felt like a significant inflection level or profession leap? What did that call educate you about threat and self-trust?
C: For me, there wasn’t only one huge leap—it’s been a sequence of inflection factors, each shaping how I present up as a pacesetter. But when I needed to title a defining shift, it was the second when worry began to get changed by braveness.
Early in my management journey, I carried a whole lot of nerves. Making powerful calls, giving onerous suggestions, pushing again on an government, or just holding house in high-stakes rooms didn’t come naturally at first. Concern—of getting it improper, of not being heard, of making rigidity—generally received in the way in which of effectiveness.
However over time, as I gained extra expertise, I constructed not simply experience but additionally logic. And with that got here a form of quiet confidence. I began to belief my voice extra. I discovered that management isn’t about at all times being sure—it’s about being grounded sufficient to talk up anyway, particularly when it’s onerous.
That shift—from worry to braveness—was transformational. It didn’t occur in a single day, but it surely’s what allowed me to develop into the form of chief I aspire to be: one who leads with readability, care, and conviction, even when the stakes are excessive. Each time you select braveness over consolation, you broaden your capability to steer—and to take smarter dangers. You be taught to guess on your self. And in fast-moving environments, that form of grounded self-trust is all the things.
L: What’s one lesson you would like individuals discovered earlier of their management journey?
C: That management isn’t about having all of the solutions—it’s about creating the circumstances for others to thrive. Early in your profession, there’s this stress to show your self by being the skilled within the room. However actual management is about listening, asking the precise questions, and constructing a group that challenges and enhances you.
Top-of-the-line classes I’ve discovered is to rent people who find themselves higher than me—smarter of their area, sharper in areas the place I’m not, and powerful within the issues you possibly can’t educate, like curiosity, resilience, and sound judgment. I’ve at all times employed individuals who convey one thing I don’t have—and that’s by design. Nice leaders construct nice groups, not by being the hero, however by surrounding themselves with individuals who elevate the entire.
So the lesson is: get comfy not being the neatest individual within the room. For those who’re doing it proper, you hardly ever shall be. And that’s the place the magic occurs—if you create the house, readability, and belief for others to do their greatest work.
L: What do you prioritize on a day-to-day foundation so as to be the most effective chief to your group?
C: It begins with taking good care of myself—mentally, bodily, and emotionally. Health is a giant a part of that for me. It’s not nearly well being—it’s about power, resilience, and carving out house to reset. After I’m prioritizing my well-being, I could be extra current, extra considerate, and extra grounded for my group.
And simply as essential, I attempt to have a bit enjoyable alongside the way in which. Laughter, actual conversations, checking in on life outdoors of labor—all of it issues. Staying related to the private aspect of my group helps construct the form of tradition the place individuals really feel seen, supported, and celebrated.
On the finish of the day, management is about the way you present up—persistently and with intention. For me, it’s about work-life match, not stability. Life and work aren’t separate bins—they’re built-in. And after I’m aligned in each, I’m at my greatest for my group.
Concerned about becoming a member of our group and dealing with unimaginable leaders like Cindy? You possibly can go to databricks.com/careers to be taught extra about careers at Databricks and open roles at this time!
