Sherri Manning

Chief Human Resources Officer

Sonatype

Mar 2026 - Current (6 months)

Partner with the CEO and executive leadership team to define and execute the company's AI workforce transformation strategy, including workforce planning, operating model evolution, and AI adoption. Designed and launched the company's enterprise AI enablement program, establishing AI literacy, role-based learning pathways, governance principles, and practical adoption frameworks across the organization. Led the development of Sonatype's next-generation Employee Value Proposition (EVP), aligning talent messaging, workforce expectations, and career opportunities with the company's mission, AI strategy, and future workforce needs. Established executive team operating norms, decision-making governance, and leadership effectiveness p

Global Strategic Advisor, CEO

Sherri Manning LLC

Jul 2025 - Current (1 year 2 months)

A consultancy that advises companies and C-suites working at the intersection of SaaS, human capital, and AI. Advises several software development companies and start-ups in the human capital space on GTM, product feedback, operational support, networking, and customer feedback and coaches c-suite leaders. – Advise the executive team quarterly to provide product feedback, GTM, and customer support for a Miami-based AI-integrated applicant tracking system (ATS) and job board, focused on modernizing recruiting workflows for HR professionals. – Consult with the founder and executive team quarterly to provide product feedback, GTM, and customer support for an ATS, corporate social networking platform and employee lifecycle managemen

Chief People Officer at OLO

Olo

Jul 2023 - Sep 2025 (2 years 3 months)

(NYSE:OLO) A SaaS restaurant technology company with up to 700 employees and $360M in revenue. Leads HR strategy, change management, cultural transformation, and organizational development for the new IPO company. Ensured alignment with business goals during a pivotal period of growth and change to support 700 employees; leads a team of 30 across the HR lifecycle. – Led the offshoring and use of flex workforce and global low-cost centers in the U.S., Central and South America, and Europe to support cost containment and the designation of “Rule of 40” company. – Supports company revenue growth from $230M – $360M, while decreasing overall headcount by over 500 employees (almost 50%) and cutting expenses. – Refreshed and updated com

Compensation & Equity Consultant

BigCommerce

Jul 2023 - Jan 2024 (7 months)

(Nasdaq:CMRC), a 1,000 employee and $300M in revenue, high growth SaaS ecommerce company, which went IPO in August of 2020. Retained to support the board and C-suite post resignation to complete the work of designing, gaining buy-in, and rolling out the PSU plan. Trained internal successor to lead the People function while helping to transition a new CFO and GC. Supported board and C-suite communication between Board and Comp Chairs and CEO.

Chief People Officer

BigCommerce

Jul 2017 - Jul 2023 (6 years 1 month)

Hired to help the company prepare for, and IPO, while maturing and leading the People, Payroll, Equity Administration, Real Estate, Facilities, and administrative functions; led over 50 FTEs. Opened offices in US, UK, Singapore, Ukraine, France, Italy, Netherlands, and Mexico, with fulltime and flex workforces, and grew revenue from $80M to $300M and the employee population from 700 to over 1000. – Led due diligence on three acquisitions with $65M in valuation. Integrated two with full tuck-ins and one as a standalone brand while supporting their slow back-office transition. – Supported the 2020 IPO, matured the People function and developed and aligned public company compliance, regulations, and reporting a full year prior to the I

Chief Human Resources Officer

ECG Management Consultants

Sep 2016 - Jun 2017 (10 months)

A PE owned boutique healthcare consulting firm, with 400 employees with $75M in revenue, that advises healthcare systems on healthcare strategies and operations. Reported directly to CEO; hired to provide strategic leadership and mature the HR and administrative functions. – Managed due diligence and integration for a $2.5M revenue business and prepared for second equity investment round. – Supported succession planning, developed on-boarding efficiencies, new performance/promotion standards, and compliance remediation in preparation for new equity partner due diligence. – Implemented HRIS, digital record-keeping and cultural initiatives to drive recruiting and retention differentiation. – Worked closely with PE ownership on s

SVP People & Places

Qebanking

Oct 2011 - Nov 2016 (5 years 2 months)

A high-growth SaaS fintech company, with up to 750 employees and revenue from $150M, that provides digital banking solutions to financial institutions. Provided strategic leadership of HR, real estate, facilities, and administration from Series C through an initial public offering in 2014; led a team of 25. – Served as the primary liaison to the compensation committee, set the annual agenda, prepared all committee materials, and delivered presentations to the full board advising on real estate, global talent, and succession planning. – Led headcount growth from 130 – 740 employees and revenue growth from $40M – $150M. – Planned the preparation and design of HR function/processes/compensation structures leading up to a successful I

HR Regional Manager

IBM

Mar 2010 - Sep 2011 (1 year 7 months)

A global technology and consulting leader with over 280,000 employees worldwide and annual revenue exceeding $70B. Led the HR function in the US Central-South Area with a team of 13 HR Business Partners. Collaborated with direct reports to deliver HR solutions to 1,300 executives and managers and 14,000 employees, with oversight in every IBM business segment. – Drove organizational focus on climate and managerial effectiveness for all business units in the territory and ensured up to 5,600 meetings a year. – Provided leadership to HR team on issues crossing multiple business units, including employee engagement, community engagement, volunteerism, legislative liaison, and employee crisis management.

SVP of HR & Ethics

UniversalPegasus International

Jul 2008 - Jan 2010 (1 year 7 months)

A leading engineering and project management firm in the oil and gas sector with ~1,500 employees and revenue of roughly $350M. Reported to the CEO; hired to lead the merger and integration of Universal Ensco and Pegasus Int. Led a team of 12 and planned the preparation and design of the HR function and processes in anticipation of IPO. – Supported and led the business integration of two companies, including the business re-design; combined duplicative departments, constructed corporate workflows to fit the new entity, led multiple RIFs, led change management to align a new corporate culture, and conducted legal risk analysis. – Designed and implemented performance management processes, document repository, and on-line tools and wor

Sr. Manager Ethics & Compliance

Dell

Dec 2007 - Jul 2008 (8 months)

Promoted to help the company redesign and develop their ethics program; leveraged legal and HR background and promoted corporate culture that encourages ethical conduct and legal compliance. – Created a formal ethics and compliance program infrastructure that brought together Finance, Fraud, HR, Legal, and the current Ethics and Compliance teams and processes. – Re-launched the Ethics hotline program. Developed a new investigation process, created and managed a cross-functional investigative team process, and implemented online case management system.

HR Sr Manager for Global HR

Dell

Apr 2006 - Dec 2007 (1 year 9 months)

Provided HR leadership to the Global Human Resources group of nearly 2,000 employees worldwide; led a global team of 20, including the MBA key talent rotation program. – Developed and implemented an HR development program focused on organizational diagnostics, change management, and consulting skills. – Led global RIF process for the HR function. Facilitated the process to identify impacted employees (20% of the function). Managed the legal review, manager training, and employee notification. – Diagnosed an organizational efficiency opportunity that led to the creation of a shared service for Employee Relations.

Sr. Manager, Organizational Development – Global Corporate Services Functions

Dell

May 2005 - Apr 2006 (1 year)

Provided leadership to the Learning and Organizational Development team, which supported the Legal, Communications, HR, Marketing, and Finance organizations; led a team of seven. – Developed and deployed an L&D strategy for the corporate services group that included assessment and reengineering of existing programs, analysis of gaps, and development of a platform that provided L&D opportunities through various career stages. – Built leadership capability to drive growth from senior executives to front-line leaders. Identified key performance predictors and implemented programs to develop those skills in a larger population.

Sr. Manager, Organizational Development – Global I/T Function

Dell

Oct 2003 - May 2005 (1 year 8 months)

Provided Learning and Organizational Development support for the Global I/T Organization (5,000 employees worldwide); led a team of three. – Served on task force which re-designed and implemented the Dell-wide performance management system. Led training and information sessions across Europe to ensure compliance. – Led the team responsible for identifying I/T’s functional technical competencies. Facilitated process training in the US and Europe for managers and team members. – Led the transformational initiative to move the Global I/T organization to a single calibration process. – Responsible for the Global Succession Planning Process for the CIO and the identification of Key Talent candidates for executive promotion.

Sr HR Mgr, Global I/T

Dell

Aug 2002 - Oct 2003 (1 year 3 months)

Built strategic business relationships with the VPs, directors, and managers of the three I/T segments, which encompassed 400 employees and 40 managers, and led a team of four. – Delivered segment level succession planning, performance planning process which included calibration of talent. Managed the pay planning process at CIO level.

HRBP/Sr. Manager Domestic Benefit Plans/Manager Benefits HPN

Colgate Palmolive

Jun 1997 - Aug 2002 (5 years 3 months)

HR Generalist – Product Supply Chain, K.C. Manufacturing Site, July 2000 – Aug 2002 Senior Manager of Domestic Benefit Plans, NYC, NY, Dec 1998 – July 2000 Benefits Manager, Hill’s Pet Nutrition, June 1997 – Dec 1998

O

Legislative Analyst

Oklahoma Senate

Jul 1994 - Jul 1997 (3 years 1 month)

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