We are living in an era where talent is the true differentiator. And, employee experience is directly tied to customer experience. Organizations that put people first are setting the gold standard. At the forefront of this transformation is Shraddha Reghe, Vice President People Practices, Seclore, a global leader in data-centric security. Shraddha has over 15 years of experience across the HR spectrum. She has consistently turned vision into action, fostering inclusive workplaces where innovation thrives.
Shraddha Reghe Shaping Seclore’s Organizational DNA
Her journey from an engineer in Telecommunications to an HR leader shaping Seclore’s organizational DNA is nothing short of inspiring. With a sharp eye for strategy and a heart deeply committed to people, she has helped craft a culture of ownership and empowerment through the compelling employer brand philosophy: “Entrepreneurs, not Employees.” This mantra not only sets Seclore apart in a competitive tech talent market but also echoes Shraddha’s belief that organizations grow only when their people do.
At a time when digital transformation, remote work, and cybersecurity dominate the business landscape, Seclore’s unique positioning underlines the importance of people-first thinking in tech-driven environments. In this exclusive conversation, Shraddha shares her insights on scaling culture, leveraging data for HR strategy, creating value through learning and development, and aligning employee experience with customer expectations.
Personal & Professional Evolution
Q1. Shraddha, your journey from engineering to HR leadership is unique. How did you make this transition and what keeps you passionate about People Practices?
SR: The shift from engineering to HR wasn’t a detour—it was a natural evolution. I’ve always been drawn to problem-solving, and I realized early on that the most complex and rewarding problems often revolve around people, not systems. What began as curiosity about how teams function turned into a career built on shaping cultures and driving impact through people. What fuels my passion is the opportunity to unlock potential at a scale. At Seclore, where every individual is encouraged to think and act like an entrepreneur, HR becomes a catalyst—not a function. That’s the kind of challenge I find deeply energizing.
Q2. What core values have remained constant in your approach to HR across industries and roles?
SR: Three values have consistently shaped my approach—respect for individuals, fairness in opportunity, and a deep belief in unlocking potential. No matter the industry, people want to grow, contribute meaningfully, and be treated with trust. I’ve always believed HR’s role is to create environments where people feel safe to challenge themselves and where performance and potential—not pedigree—opens doors. At Seclore, these values naturally align with our belief in building a meritocratic and empowering workplace, where people are seen as innovators, not titles.
Culture & Strategy at Seclore
Q3. Tell us about Seclore’s culture and how the “Entrepreneurs, not Employees” brand philosophy came into being.
SR: We’ve always gravitated toward individuals who move beyond fixed roles and routines—those who take ownership, seek clarity, and are comfortable navigating uncertainty. At Seclore, risk-taking is not positioned as part of the job description—it’s a trait we look for. It shows how people solve problems, question their faults, and push for better outcomes.
This mindset is especially critical in a business like ours, where the product protects sensitive data for governments, defence organizations, and global enterprises. With evolving threats and technologies, staying ahead means being able to think independently, adapt quickly, and act with conviction.
When we began defining our employer brand, we didn’t base it on assumptions. We had direct conversations with people across teams and levels. What emerged was shared behaviour—people were taking charge, driving outcomes, and creating impact without waiting for instructions. That became the foundation for our philosophy: “Entrepreneurs, not Employees.” It continues to shape how we attract talent, enable growth, and define success at Seclore.
People-first Culture
Q4. What are the key ingredients in building and maintaining a people-first culture, especially in a cybersecurity-driven organization like Seclore?
SR: Building a people-first culture starts with trust—creating a space where individuals feel heard, valued, and empowered to take bold decisions.
We focus heavily on clarity—of purpose, goals, and expectations—so our people know not just what they’re doing, but why it matters. Continuous feedback, recognition for outcomes (not just effort), and a strong sense of autonomy are equally essential. It’s about enabling each person to bring their entrepreneurial mindset to work every day—because when people are trusted to think like owners, they naturally act in ways that drive business and culture forward together.
We’re driven by our values. They show up in everyday decisions: being direct and honest even when it’s tough, staying focused on what our customers need, and creating space for people to challenge, build, and grow. They’re not reminders on a wall. They are are our way of working.
Innovation and Digital Leadership
Q5. How do you align your people strategy with Seclore’s vision of innovation and digital leadership?
SR: At Seclore, aligning people strategy with innovation starts with hiring for mindset—not just qualifications and experience. We look for people with sharp logic, passion for solving problems, and the attitude to own outcomes, not just tasks. That entrepreneurial energy is what strengthens teams and powers the company forward.
We design our processes to support that—from role clarity that enables autonomy, to growth frameworks that reward bold thinking and resilience. Learning isn’t boxed into training modules—it’s embedded in how we work. Whether it’s building groundbreaking data security products, strengthening cross-functional problem-solving, or coaching first-time leaders, the focus is always on staying relevant and future-ready.
Here, success isn’t just about what you deliver—it’s about how you solve, how you grow, and how you bring others along with you.
The Role of Data in HR
Q6. Can you share an example of how HR metrics helped drive a business outcome?
SR: One of the most tangible examples is from our talent acquisition function. We observed through hiring funnel data that while we were attracting a healthy number of applicants, there was a significant drop-off at the technical assessment stage—particularly for niche cybersecurity roles. Instead of assuming it was a skill gap, we dug deeper into the data and ran correlation analyses on test performance, interviewer ratings, and final performance scores post-joining.
What we uncovered was that our test format was filtering out high-potential candidates who were strong in real-world problem-solving but didn’t necessarily perform well in rigid, time-bound assessments. Based on this insight, we redesigned our assessments to be more contextual and reflective of the actual challenges they’d face on the job.
The result? A higher quality of hires, reduced time-to-offer, and stronger retention within those roles. It was a classic case of how a people metric—when viewed through a strategic lens—can directly impact product velocity and team effectiveness.
Learning, Development & Growth
Q7. You’ve led robust learning and development initiatives. How are you preparing your workforce for the skills of tomorrow?
SR: Seclore’s approach to workforce readiness combines continuous, aspirational learning with structured support. Our Center of Excellence drives R&D to identify emerging skills and develops targeted training essential for upskilling across roles.
Learning journeys are customized to individual needs, blending technical expertise like AI and cybersecurity with behavioral skills. Peer learning and self-directed study are encouraged, fostering a culture where employees take ownership of their growth. This multi-faceted framework ensures teams stay adaptive and equipped to handle evolving challenges in the cybersecurity landscape.
Q8. How do you ensure leadership development within a rapidly scaling organization?
SR: Leadership at a fast-growing company is about developing a mindset of growth and innovation. We focus on building adaptable leaders who can think long-term, navigate ambiguity, and inspire with clarity. That begins with creating aspirational learning journeys that go beyond just technical skills.
Our development architecture includes role-specific learning paths, peer-driven knowledge exchanges, and opportunities to lead cross-functional problem-solving. We’ve also built Centers of Excellence that double as internal learning hubs—encouraging curiosity, collaboration, and continuous upskilling. Whether it’s AI fluency, strategic thinking, or people’s leadership, we encourage individuals to grow through hands-on exposure, reflection, and shared learning.
This approach ensures that our future leaders emerge from a culture that rewards ownership, experimentation, and a deep sense of purpose and integrity.
Employee Experience & CX
Q9. How does enhancing employee experience impact customer experience, especially for a tech-product company like Seclore?
SR: At Seclore, customer focus is more than a value pillar, it’s a mindset. Whether someone is building code, designing UI/UX, or leading a support conversation, their work directly or indirectly impacts the end-user. That’s why employee experience (EX) has become business-critical.
We design our people practices around clarity, collaboration, and purpose. From transparent All Hands Meetings to consistent recognition centered around value-based behaviours and performances, we ensure that our people know how their contributions drive real-world impact. Our culture—rooted in trust, ownership, and informal camaraderie—creates the kind of high-performance environment where teams feel energised to go the extra mile.
When people feel heard, empowered, and connected to the mission, it naturally translates into sharper problem-solving, quicker execution, and more empathetic customer outcomes. At Seclore, a strong EX is how we build resilient teams that solve for the customer, every single day.
Q10. What are some initiatives you’ve introduced to keep employees engaged and motivated in a hybrid or distributed work environment?
SR: At Seclore, we understand that engagement in a hybrid or distributed environment requires purposeful connection and a culture that transcends physical distance. We focus on creating experiences that foster authentic belonging and open communication, ensuring that employees feel valued and empowered no matter where they work from.
Our approach blends transparent leadership communication, opportunities for meaningful collaboration, and attention to employee well-being. We encourage initiatives that nurture both professional growth and personal connections, recognizing that motivation thrives when people feel supported holistically. By continually adapting to the evolving needs of our teams, we maintain a vibrant culture where innovation and engagement go hand in hand—even when we’re not sharing the same office space.
Looking Ahead
Q11. What are your top priorities for People Practices at Seclore over the next year?
SR: Our priorities are anchored in driving organizational efficiency through intelligent HR transformation. With the implementation of a new HRMS platform, we are leveraging automation and AI to streamline operations, improve data accuracy, and enable more predictive and strategic workforce planning. This shift allows HR to operate with greater precision and focus—enhancing functional efficiency and business responsiveness.
We are also strengthening our talent strategy across three fronts: acquisition, retention, and employee engagement management. We are deepening our use of data to understand why people stay, why they leave, and what drives performance. These insights are helping us shape more personalized engagement, sharper talent interventions, and high-ROI development pathways.
Simultaneously, we continue to invest in building future-ready capabilities that align with Seclore’s innovation agenda—ensuring that our people remain agile, empowered, and equipped to grow with the business.
Advice to Young HR Professionals
Q12. What advice would you give to young HR professionals looking to lead with purpose and impact?
SR: Start with business acumen—because great HR doesn’t exist in isolation. Understand how your company creates value, what challenges it’s solving, and where your people strategy can make the biggest difference. That lens will sharpen your judgment and help you influence credibility.
Second, don’t wait for perfect conditions to take initiative. The ability to think independently, act decisively, and own outcomes is what sets purposeful leaders apart. At Seclore, we’ve seen how a strong bias for ownership and logical thinking often matters more than years of experience.
Finally, stay close to your values—but don’t wear them as a label. Let them guide you how you make decisions, how you show up for your people, and how you navigate complexity. In a world that’s constantly shifting, authenticity, clarity, and courage remain timeless differentiators.
Closing
Today’s world is hyper-competitive, and tech-centric business. It’s not just about having the right product. It’s about having the right people, with the right culture, behind the product. Shraddha Reghe exemplifies how strategic, compassionate, and data-driven HR leadership can become a transformative force for organizations. Her vision at Seclore roots in trust, empowerment, and continuous evolution. These are all cornerstones of a sustainable workplace culture.
Seclore continues to redefine the boundaries of cybersecurity with its data-centric approach. Shraddha is equally redefining what it means to lead with people at the core. It is through her initiatives that put employees in the driver’s seat of their own growth journeys. Her approach shows that investing in people is the surest path to long-term business success. Shraddha’s leadership offers both a blueprint and a source of inspiration. Especially, for those navigating the evolving landscape of HR and CX.
