Interview with Orit Stanton, Chief People Officer at Justt

Introduction

Orit Stanton is a visionary People & Culture leader who bridges rapid business evolution and human-centered growth, turning startup chaos into scalable cultures. As Chief People Officer at Justt, bringing over 15 years of experience in scaling global teams across fast-growing companies, from Vimeo to post-Series C Justt.

A leader redefining how HR drives business performance, Orit approaches People & Culture with a builder mindset, treating HR as a product, grounded in business language and measurable impact. In a world shaped by AI and constant change, she focuses on what remains essential: clarity, capability, and human connection.

This interview uncovers practical wisdom on navigating these complexities in an AI-accelerated world.

What sparked your journey into HR, and why did you join Justt?

"I've been in People & Culture for over 15 years, mostly in fast-growing global companies. I often say 'I fell into HR by accident', but in hindsight, it feels more like alignment than coincidence.

Growing up as the eldest of five and moving across multiple cities and countries at a young age, I learned early how to navigate change, read dynamics, and bring people together around a shared goal. That ability to create clarity within change is, to me, the essence of HR.

I joined Justt at a stage where the company was scaling but still shaping its foundations. That's my passion: building the systems, culture, and clarity that turn ambition into real execution.

Justt is a company with bold goals and a real growth mindset. What makes it special are the people and their genuine desire to build something meaningful together.

In an environment like this, HR can truly operate as a strategic driver. For me, HR is all about designing the human infrastructure that enables a company to scale with intention."

What makes a growth mindset essential for leaders in 2026, and how do you foster it?

"In 2026, a growth mindset feels more relevant than ever. AI is reshaping roles and decision-making at a speed we've never experienced. But the real shift isn't only technological, it's human. It requires leaders to pause, reflect, and rethink how they lead.

I don't impose a growth mindset. I try to create the conditions for it. I build opportunities for learning and stretching, but I also intentionally pause for retrospectives, after launches, after challenges, and quarterly as a team. I rely heavily on questions: What worked? What didn't? What are we missing? What needs to evolve?"

How did your "HR as a Product" concept originate, and what does it change?

"It started from frustration. I felt that we were constantly reacting: managing processes, solving issues, and often stepping in only after challenges had already surfaced instead of proactively identifying needs before they became real problems. I wanted us to lead, not just respond.

Over time, I began approaching HR the way product teams operate: speaking directly with our users, understanding their real needs, defining clear solutions, working with roadmaps, launching in features and versions, and measuring impact. What began intuitively became intentional, evolving into a structured methodology with clear principles and a defined development process."

Can you share an example of an "HR as a product" and how you measured its success?

"A strong example is JustTalks, our bi-annual performance experience. It started with a clear pain point: employees weren't always sure what was expected of them or where they stood, and managers didn't share a common language for feedback.

So we treated it like a product: we defined the core problem, co-created a simple MVP with our managers, launched it with proper enablement for both employees and managers, and committed to measuring from day one. Most importantly, we kept iterating over time: embedding our company principles as we matured and later integrating personal goals as the organization evolved. The real success wasn't just the initial adoption, it was the improvement over time. Satisfaction was high and continued to rise, and engagement surveys showed a clear increase in role clarity and alignment with company goals."

What are the biggest challenges for HR leaders in scaling startups?

"For me, it comes down to ruthless prioritization. Startups need everything at once, but trying to build everything means building nothing deeply. The real discipline is deciding what not to build and focusing on what truly moves the needle.

That's where my HR as a Product approach keeps me grounded. We define the real problem, connect it to business goals, build light but scalable solutions, and iterate as we grow.

In scaling environments, I design systems that are simple for today and flexible for tomorrow. We try to give managers tools before they struggle, not after. And we keep processes adaptable, not heavy. Scaling HR isn't about building more. It's about building what matters."

How do you intentionally shape culture in a fast-moving startup?

"Culture always exists. A strong culture requires intention, awareness, and consistent attention.

I define culture very simply: it's the set of behaviors you want to see repeated because they move the organization forward. For me, culture is the organization's operating system: how decisions are made, how feedback is given, what behaviors are celebrated, and what remains non-negotiable even under pressure. Culture grows with the organization and shaping it is an ongoing leadership responsibility."

How do you sustain energy in the draining HR role?

"For me, it comes down to community and reflection. HR can be emotionally demanding, so being part of professional communities gives me perspective and support. Mentorship, both receiving and giving, keeps me inspired.

In the day-to-day, I'm intentional about pausing. After key moments, I reflect with my team on what we learned and where we're heading next. That space keeps a growth mindset alive and allows us to celebrate progress, not just outcomes.

And honestly, seeing my team grow is one of my biggest energy sources."

Looking ahead, what needs to change in how HR is perceived?

"HR is already shifting into a core business function, responsible not only for people and culture, but for the organization's ability to execute. We are drivers of business performance. In the age of AI, that responsibility becomes even clearer. Technology can optimize processes and reshape roles, but it cannot replace human judgment, motivation, trust, or meaning. Our role is to maintain the Human Advantage: the ability to understand context, connect ideas and people, and apply thoughtful judgment in complex situations. At the end of the day, AI may accelerate work but it won't replace the moment someone feels seen. And that's what truly moves organizations forward."

Conclusion

Orit offers timely insight for HR professionals and leaders alike, reminding us that even in an age of rapid technological innovation, sustainable success is built on human judgment, shared language, and intentional culture. Through her HR as a Product approach, she bridges strategy and execution, building not just companies, but enduring capability. She redefines the function as a true driver of capability and growth.