I did not start in HR.

Early in my career I was managing a company intranet and employee communities when I got invited into a culture initiative. A group of ten people, only a few of them actually in HR, spent a focused offsite working to shift the culture of a 700-person company. It worked. Watching that happen changed the direction of my career.

What I saw that week was the same thing I have seen in every organization since. When someone actually designs the employee experience with intention, when people are met where they are and given what they need to grow, everything moves forward. The employee wins. The organization wins. The culture becomes something real instead of something described in a slide deck.

That is why I do this work.

Over the past 15 years I have led People functions at companies ranging from a global SaaS platform to a fast-growing consumer brand. At Bombas I built the People function from the ground up during a period of rapid scale, designing the systems, programs, and culture infrastructure that carried the company through its most important years of growth. Most recently at The Real Brokerage I led People and Culture for a fully distributed, high-growth company, embedding AI into how the People team worked and shifting the function from reactive to strategic.

What I have learned across all of it is simple. Most employee experiences are not designed. They happen. And the gap between what organizations say their culture is and what employees actually feel is almost always a design problem, not a values problem.

I started Myke Mansberger Consulting to close that gap. For founders, executives, and scaling teams who want the experience they give their people to actually match the culture they aspire to.

The experience you give someone on their last day says more about your culture than the experience you gave them on their first.