I recently wrote a LinkedIn post about a growing trend: more HR leaders are being promoted into Chief Administrative Officer (CAO) roles. The responses poured in and confirmed what I was seeing. In fact, just this week I spoke with two HR leaders about CHRO opportunities who told me they were instead moving into CAO positions.
This makes sense. Organizations are under pressure to do more with less, and boards are rethinking how to combine talent, technology, and operations under one executive. We’ve seen HR and IT functions begin to merge, but in many cases the CAO model provides a clearer path.
Traditionally, this dual responsibility has been common in healthcare, higher education, and non-profits. What’s new is the momentum we’re now seeing in tech, life sciences, and pockets in manufacturing. These sectors are looking for leaders who can drive transformation, streamline operations, and still keep people strategy front and center.
Why HR Leaders Fit the CAO Profile
- Enterprise perspective: CHROs naturally work across functions, finance, operations, legal, technology, because talent runs through every part of the business. That makes them well-suited to step into a role that touches the entire administrative backbone of the organization.
- Change leadership: Many HR leaders have been “on the front lines” of transformation, leading reorgs, shaping hybrid work models, rolling out new HR technology, or driving cultural integration during M&A. These skills translate directly to the broader CAO mandate.
- Balancing culture with compliance: The CAO role often sits at the intersection of governance and people. Leaders with HR backgrounds bring a unique ability to maintain culture and engagement while navigating the complexities of regulation, reporting, and risk management.
What’s Different About the CAO Mandate
Blending HR + Technology: As automation, AI, and digital platforms redefine how work gets done, the line between people strategy and technology strategy is disappearing. Workforce planning today includes not just skills but also systems. The CAO becomes the natural leader to align both. Moderna’s recent reorganization is a high-visibility example of HR and technology being brought together.
Driving Efficiency: Boards and CEOs are looking for leaders who can simplify structures, eliminate duplication, and centralize support services. The CAO is often tasked with “doing more with less”, making HR leaders who are used to balancing strategic priorities with limited resources strong candidates.
Governance and Integration: In many companies, the CAO role now includes oversight of compliance, enterprise risk, and M&A integration. These responsibilities require strong stakeholder management and an ability to knit together different functions into a cohesive operating model.
What This Means Going Forward
For Organizations:
- Don’t limit CAO searches to finance or operations. HR leaders can bring the right mix of strategy, culture, and transformation.
- Be clear on what the CAO owns versus what stays with the CFO, COO, or CIO. The role should be designed around impact, not just consolidation.
- Pair new CAOs with strong deputies in finance or technology to complement their HR expertise.
For HR Leaders:
- Strengthen financial literacy and operational fluency.
- Seek exposure to enterprise-wide initiatives, M&A, digital adoption, global compliance.
- Highlight results beyond HR metrics: efficiency gains, cost savings, or productivity improvements.
The Bigger Picture
The CHRO to CAO path reflects a larger truth: HR has outgrown its silo. Talent is now inseparable from strategy, operations, and technology. Organizations that recognize this are creating space for HR leaders to step into broader enterprise roles.
This isn’t about rebranding HR, it’s about expanding its impact. The CAO role, when done right, gives companies a leader who can connect the dots between people, performance, and process. For HR leaders, it’s an opportunity to demonstrate that their influence extends far beyond the HR function.
About Jeff Wilbanks
Jeff is a seasoned executive search leader with deep expertise in building and strengthening human resources functions that directly enable business success. Over the course of his career, he has partnered with organizations at critical inflection points from high-growth companies seeking their first HR leader to complex, global enterprises evolving their talent strategy and operating model. To learn more about Jeff, visit his bio page.