Interview with Micha Cohen, Chief of Staff & HR Leader at Cyera

Introduction

Micha Cohen doesn't talk in empty slogans. When he discusses HR, excellence, or management, it's always grounded in reality connected to business needs and the people involved. He's navigated several strategic roles across Talent Acquisition and HR, experienced both startup growth and closure, held positions at Google and Meta, and today serves as Chief of Staff at Cyera, a fast-growing cybersecurity startup.

From a young age, Micha knew he wanted to connect people to their potential. That approach - authentic, innovative, and practical is what makes him a standout thought leader in the HR ecosystem. We talked about his career journey, what excellence really means, recruiting top talent in the AI era, and why it's the small wins that truly excite him.

So, who are you, Micha? What's your day-to-day like?

"As Chief of Staff and HR Leader at Cyera, I operate at the vital intersection of strategy and execution. My role is to bridge our high-level business objectives with the daily reality of our teams, ensuring that leadership, managers, and employees are aligned. Navigating this constant movement requires high adaptability, but that's exactly what makes the work so fulfilling."

How did you get into the world of HR? Was it planned?

"Absolutely - it was planned from the start. Even in high school, I realized what drives me is connecting people to their potential. I've always been interested not just in who the person in front of me is, but where they could go and how I can help them get there. When I finished military service and started academic studies, I asked myself where that passion could meet real-world practice. HR was where the link between people, growth, and meaning came alive every day."

Let's talk about your career path

"I started in recruitment and staffing agencies because I wanted to understand the basics first, the real fieldwork. This was when LinkedIn was just launching, and I already felt my compass pointing in the right direction.

Later, I joined EverythingMe, a startup as the eighth employee, where we built everything from scratch: hiring, culture, processes. We grew quickly to 170 employees and ultimately had to close the company. It was a full, enriching experience: I learned how to build, scale, make mistakes, learn from them, and part ways properly.

My journey through the 'incubators' of Google and Meta was a fundamental turning point, shifting my approach from traditional HR to a high-level systemic perspective. During those years, I moved beyond the surface level of the profession and dove deep into the science of measurement, research-driven excellence, and advanced organizational processes. I learned that true excellence isn't an abstract feeling, it's a measurable outcome rooted in data-backed KPIs and predictive insights. This background allows me to show up at Cyera not just as an HR leader, but as a strategic business partner. I'm able to look at a high-level corporate objective and immediately translate it into the human architecture required to achieve it, aligning talent, organizational design, and cultural identity to ensure our strategy becomes a reality on the ground. That's how I arrived at Cyera with a much more systemic perspective, actively involved in business decisions and translating strategy into the human side of things."

The startup that closed - what did it teach you, and how does it shape you as an HR leader with real influence?

"Experience with a company closure fundamentally changed my DNA as an HR leader. It taught me that HR cannot operate in isolation. To truly influence, you must be an active partner in the boardroom - challenging with data and asking the difficult questions that others might skip. Today, I view HR as a direct driver of business outcomes. If our goal is a specific ARR, my job is to align the talent, the culture, and the processes to make that number a reality. It's about bridging the 'big picture' with the human reality on the ground."

You talk a lot about connecting HR to business. What does that look like day-to-day, and how do you get employees to see their impact?

"In the end, HR needs to know what it's measured on. A CEO doesn't ask if there was good intent - they ask if there were real results. There are very clear metrics like hiring, engagement, attrition, employee development, and internal mobility, and these tell a very clear story about the organization's health. When you know how to read them and act on the relevant insights, HR becomes a true business driver and not just a support function.

My time at Google and Meta taught me that high-growth cultures are built on two pillars: relentless measurement and deep exploration. We don't just 'check boxes' - we use KPIs to tell a story. If an employee understands exactly how their development ties into the company's success, engagement becomes a natural byproduct. It's about showing them the 'why' behind the 'what.' When an individual sees a clear path for their own evolution within the company's big picture, they don't just work - they innovate. That is the true X-factor of a high-performing team."

You talk a lot about excellence. What do you mean by that, and how does it show up in recruitment?

"Excellence isn't pressure or perfection, it's an environment that brings out the best in you. Real transformation that delivers significant value, innovation, and strong soft skills. That's what separates good from great. I learned this in incubators like Google and Meta: keep the bar high, aim high, and push yourself forward.

For instance, I learned this in incubators like Google and Meta: keep the bar high, aim high, push yourself forward. When you're in a room and feel like you're not the smartest person there, that's a great sign, because it means you're somewhere that challenges you, forces you to learn and improve.

In recruitment, it plays out like this: I look less for titles or lists of buzzwords; I look for a real story, movement, direction. What led you here, where do you want to go, what's your life story? When we hire, we have a huge responsibility - not just to fit someone to a role, but to prepare them for the journey, to help them grow with the organization in a true win-win.

Good hiring isn't just who walks in the door - it's who stays and develops. For the top 5% of talent those who aren't even looking for a job the value proposition has to be clear: How will this experience transform you? Tech is just the vehicle; people are the catalysts."

Let's talk about managers. What makes a good manager in your eyes, and how do you develop them in a growing organization?

"In a rapidly scaling organization, a manager's role shifts from managing tasks to managing people as an entrepreneur would. They are the frontline owners of business objectives, data, and execution.

A good manager isn't managing tasks-they're managing people. In my view, they're like entrepreneurs inside the organization. They need to understand goals, work with data, plan ahead-but simultaneously know how to handle tough conversations, build trust, and hold human complexities.

In our young, rapidly expanding organization, we needed to strengthen middle management because we saw the company would double in size. We created the LeadX program for first-time managers, led by our Head of OD Sivan Kremer-Ilan.

You have to equip them with entrepreneurial tools: business objectives, goals, execution, forward accountability, accurate data, and team status. It's important to be proactive in supporting them, because they're ambitious with high profiles, but they need a toolkit for complexities - from tough conversations and feedback to managing conflicts and parting ways with employees who aren't meeting expectations.

HR has to be hands-on here: it's more than tasks - it's people with details and intricacies. Without this, the scale just breaks."

We're in the AI era. What's HR's biggest challenge, and what's the most important skill right now?

"The biggest challenge is keeping the human factor relevant. Many processes will automate and we will partner more on a regular basis with agents- that's excellent -we aim for productivity - but the true differentiator will be people who know how to connect, lead, and coordinate complexity.

HR is going through an exciting transformation, a fascinating disruption with AI. You need to ride the wave of the revolution: not just control the tech, but master your skills on how to use it- integrate it into the organization, understand the value it brings, and keep humanity at the center.

A smart mix: 30% analytical (people insights, clear metrics, predictive metrics), 20% technical (mastery of AI and agents - whoever doesn't know it won't be relevant), and 50% empathy (psychological safety, right culture, values, identity, and connection to the mission). We're shifting from data to insights agents, changing traditional processes like organizational surveys, performance reviews, and ongoing communication."

And what excites you in the middle of a workday?

"The small wins - I've learned that if you only celebrate the giant leaps, you miss the beauty of the journey. My workday is fueled by small, human victories: a manager's 'aha' moment or a simple 'thank you' that lands at the right time. This philosophy of 'incremental celebration' - which I carried with me from my time at Meta - keeps the team connected and the energy high. At the end of the day, I'm here for the people, and acknowledging their hard work is what makes the role truly rewarding."

One tip for someone transitioning to HR

"My biggest tip for anyone entering HR? Remember that you never work in a vacuum. Success in this field is built on the strength of your relationships and your ability to match the organization's pace. It requires patience and a 'partnership-first' mindset. But remember: the impact you make isn't siloed; it ripples across the entire company. You aren't just managing processes; you are changing the trajectory of the organization and the people within it."

And one tip for someone who wants to make their voice heard on social media?

"If you want to make your voice heard on social media, the first step is daring to write - don't hold back from stepping out of your comfort zone. Find that unique intersection where your personal experience meets a real need in the ecosystem. When you provide value through the lens of your own story, people don't just listen - they connect."

Conclusion

Micha Cohen represents an HR approach that doesn't seek the spotlight but stays at the heart of real impact. One that understands that, in the end, organizational excellence isn't created by pretty models or polished presentations - but by the ability to connect people, decisions, and execution. The blend of human depth, strategic thinking, and unwavering commitment to high standards is what makes Micha such a significant figure in today's HR ecosystem. Not as a slogan guy, but as someone who walks the talk. And in an era where HR is undergoing deep transformation - between data and AI, rapid growth and human retention - Micha's voice reminds us of one simple yet critical thing: The future belongs to HR professionals who think like executives, act like entrepreneurs, and remain truly human.