Empowering People and Driving Global Impact

Quentin SaLay, Vice President, Human Resources, Comcast

Quentin SaLay, MBA, is the Chief Global People Officer at Freewheel – a Comcast Company and certified executive coach with expertise in strategic HR Leadership, organizational transformation, and talent management. At Freewheel, he guides C Suite executives, builds dynamic cultures, and drives global initiatives for sustainable business success.

In an exclusive interview with HR Tech Outlook, Quentin SaLay shared his views on how HR leadership drives transformation while balancing people and performance.

Steering People Strategy with Impact

As Chief Global People Officer at Freewheel, a Comcast Company, my role centers on shaping and executing a comprehensive global people strategy that aligns with our company’s long-term business objectives and strategic vision. I partner closely with the executive team to continuously evolve our organizational structure— ensuring it supports agility, efficiency, and scale in an increasingly dynamic global environment.

A critical part of my role is serving as a trusted advisor to the CEO and senior leadership. I provide counsel on a wide range of human capital issues, including workforce planning, talent management, compensation, and organizational effectiveness. My focus is not only on building a resilient and future-ready workforce, but also on fostering a culture where people can thrive, innovate, and lead through change.

Ultimately, my goal is to ensure our people strategy is a competitive advantage—one that drives performance, unlocks potential, and supports sustainable growth in a VUCA world.

Early Signals of Organizational Change

One of the earliest indicators I look for is cultural readiness—specifically, whether there’s a shared appetite for change across all levels of the organization. This show up in how people talk about the future: Are they curious, open, and solution-oriented? Or are they anchored in legacy thinking and resistant to ambiguity? A culture that embraces learning, experimentation, and psychological safety is a strong signal that transformation can take root.

“Transformation is never one-size-fits-all. It’s a balance of bold moves and thoughtful pacing”

Structurally, I assess whether the organization has the agility and flexibility to pivot. That means looking at decision-making speed, clarity of roles, and how well teams collaborate across boundaries. If the structure is overly hierarchical or siloed, it’s a red flag that change may stall.

As part of my role, I partner with the executive team to evolve the organizational design to support efficiency, scale, and responsiveness. I also advise the CEO and senior leaders on workforce planning, talent strategy, and organizational effectiveness—ensuring we’re not just ready for change, but positioned to lead it.

Ultimately, readiness isn’t just about systems or strategy—it’s about mindset. When I see leaders modeling vulnerability, asking bold questions, and empowering others, I know the foundation for transformation is in place.

Human-Centered Leadership in Digital HR

Technology has undoubtedly transformed the HR landscape—enabling scale, precision, and speed in ways we couldn’t have imagined a decade ago. But at the heart of every successful change initiative is the human experience. For me, the key is to ensure that technology enhances humanity, not replaces it.

I start by anchoring every transformation in empathy and purpose. Before deploying any system or process, we ask: How will this impact our people? Will it empower them, simplify their experience, and help them grow? If the answer isn’t a clear yes, we go back to the drawing board.

I also prioritize transparent communication and active listening throughout the change journey. People need to feel seen, heard, and involved—not just informed. That means creating space for dialogue, feedback, and co-creation, even when the change is complex or fast-moving.

As a trusted advisor to the CEO and executive team, I advocate for decisions that balance efficiency with emotional intelligence—whether it’s in workforce planning, talent strategy, or organizational design. Technology is a powerful enabler, but it’s our values, our culture, and our people that ultimately drive transformation forward.

Frameworks That Drive Effective Change

I’ve had the privilege of working in large technology organizations alongside some of the greatest leaders and minds on the planet. That experience—combined with earning my MBA from the Fletcher School of Law and Diplomacy at Tufts University—has equipped me to lead transformation in dynamic, global environments where both speed and sustainability are essential.

When driving change, I rely on a few core frameworks. First, Change Agility is foundational. It’s not just about moving fast—it’s about helping people adapt, learn, and lead through uncertainty. I use tools like organizational network analysis to understand influence and collaboration patterns, and talent segmentation models to identify who can accelerate change and where support is needed.

Second, I lean into adaptive organizational design. Partnering with the executive team, we continuously evolve our structure to support agility, scale, and efficiency. That means simplifying decision-making, breaking down silos, and aligning teams around outcomes—not just functions.

Finally, I use a human-centered transformation approach. Technology is a powerful enabler, but sustainable change happens when people feel connected to the purpose, empowered to contribute, and supported through the journey. Whether it’s workforce planning, talent strategy, or leadership development, I ensure the human element remains at the core.

Transformation is never one-size-fits-all. It’s a balance of bold moves and thoughtful pacing—and that’s where experience, empathy, and strategic foresight come together.

Guiding HR Beyond Facilitation

My advice is simple but powerful: step into the business, not just the function. HR leaders who want to architect global change must operate as strategic partners—deeply embedded in the business, fluent in its language, and bold in shaping its future.

To truly architect change, HR leaders must move beyond facilitation and into design and influence. That means: Co-creating strategy with the executive team, not just supporting it.

Designing agile organizational structures that can flex with market shifts.

Championing talent ecosystems that prioritize capability, resilience, and inclusion.

And most importantly, leading with empathy and clarity— because transformation is ultimately about people.

Global change doesn’t happen in PowerPoint decks or policy documents. It happens when HR leaders show up as visionaries, connectors, and catalysts. If you want to architect change, start by believing you belong at the blueprint table—and then earn that seat every day.

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