Brickster Voices is a sequence that spotlights the individuals who make our work potential. By way of private profession journeys, behind-the-scenes seems at impactful initiatives, and a glimpse into how we work collectively, these tales supply 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 progress 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 world expertise acquisition groups by a few of tech’s most defining chapters—from Apple and Tesla to Rivian and now Databricks—with a gentle mix of braveness, readability, and care. Throughout this dialog, she displays on her profession journey, what it means to steer boldly by hypergrowth, and the teachings which have stayed along 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. While you depart dwelling that early, the highway isn’t linear. I didn’t at all times make the perfect decisions, however I prioritized my obligations first and located solace in getting straight As and lifting others up. In school, I labored full-time whereas going to highschool 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 habit, suicidal ideation, and extreme psychological sickness. I cherished 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 noticed that regardless of my ardour for the sector and for serving to others, sustainable influence felt uncommon, and albeit, I wasn’t at all times impressed by the folks I noticed main the work. I needed to be surrounded by individuals who challenged me, folks I might be taught from — and I craved systems-level change.
At some point, 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 essentially 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 might make the largest distinction.
That dialog modified every thing. I shifted the again half of my MSW to give attention to administration and enterprise, graduating with a brand new mission: break into HR. At some point, whereas ready in line for an aerobics class, I overheard somebody point out their HR individual had give up. I sprinted to my automobile, grabbed my resume, and handed it to her. The following day, I bought 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 turned 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 perform.
That’s once I fell in love with expertise acquisition — and the ability it has to form an organization’s future.
L: What a robust journey — it’s clear that function and influence have been on the coronary heart of each chapter for you. It looks like discovering your option to expertise acquisition actually aligned with that deeper drive to affect techniques 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 every thing else. Each rent is a lever for influence on the product, the tradition, and the momentum of the enterprise. While you get it proper, it’s transformational.
Nevertheless it’s additionally deeply human work. You’re serving to folks make a few of the greatest choices of their lives—the place to develop, what issues to unravel, 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 world groups from 50 to almost 1,000 folks—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 of us who as soon as sat on my groups now main TA at different firms.
L: You’ve led expertise acquisition at firms recognized for his or her explosive progress and bold 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 seems like. I attempt to present up as an actual human, not only a chief with a to-do record. Meaning being trustworthy about what’s working and what’s not, creating house for others to do the identical, and supporting my group by 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 folks by uncertainty, and creating a way of shared possession within the outcomes. I feel the mix of care and readability is what retains you intact and stronger by 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 massive 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 loads of nerves. Making powerful calls, giving onerous suggestions, pushing again on an govt, or just holding house in high-stakes rooms didn’t come naturally at first. Concern—of getting it fallacious, of not being heard, of making rigidity—generally bought in the way in which of effectiveness.
However over time, as I gained extra expertise, I constructed not simply experience but in addition common sense. And with that got here a type 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, however it’s what allowed me to develop into the type 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 develop your capability to steer—and to take smarter dangers. You be taught to guess on your self. And in fast-moving environments, that type of grounded self-trust is every thing.
L: What’s one lesson you would like folks discovered earlier of their management journey?
C: That management isn’t about having all of the solutions—it’s about creating the situations for others to thrive. Early in your profession, there’s this strain to show your self by being the knowledgeable within the room. However actual management is about listening, asking the proper 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 robust within the issues you’ll be able to’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. In case you’re doing it proper, you hardly ever can 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 as a way to be the perfect chief to your group?
C: It begins with caring for myself—mentally, bodily, and emotionally. Health is a giant a part of that for me. It’s not nearly well being—it’s about vitality, resilience, and carving out house to reset. After I’m prioritizing my well-being, I might be extra current, extra considerate, and extra grounded for my group.
And simply as necessary, I attempt to have just a little enjoyable alongside the way in which. Laughter, actual conversations, checking in on life exterior of labor—all of it issues. Staying linked to the non-public aspect of my group helps construct the type of tradition the place folks 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 steadiness. Life and work aren’t separate packing containers—they’re built-in. And once I’m aligned in each, I’m at my greatest for my group.
Considering becoming a member of our group and dealing with unbelievable leaders like Cindy? You may go to databricks.com/careers to be taught extra about careers at Databricks and open roles immediately!
