Amber Hamilton

Amber Hamilton

Chief Talent Officer - Perkins&Will

For Amber Hamilton, a career in human resources was never part of the original plan.

Like many people leaders, her journey into HR happened gradually, shaped by curiosity, opportunity, and a genuine passion for people.

“I don't think anybody grows up thinking they're going to be an HR leader.”

After earning degrees in psychology and sociology, Amber began her professional career in banking. While the experience provided valuable business exposure, she quickly realized it wasn't where her passion truly lived.

Drawn back toward understanding people, behavior, and organizational dynamics, she eventually returned to the people profession, later earning her MBA and continuing to build a career focused on helping individuals and organizations succeed together.

That path ultimately led her to Perkins&Will, where she has spent the majority of her career.

Having joined the firm in 2003, Amber has grown alongside the organization, holding numerous leadership positions before ultimately stepping into the role of Chief People Officer.

Along the way, she also took time away from her career to focus on her family, an experience that further shaped her perspective on leadership, flexibility, and employee well-being.

A Career Shaped by Mentorship

When reflecting on the people who have had the greatest impact on her career, Amber doesn't point to a single mentor.

Instead, she credits a long list of leaders who invested in her growth and development over the years.

“I've been very fortunate to have incredible men and women pour into me throughout my career.”

One of her earliest mentors was a professor whose dissertation research she supported during her undergraduate studies. That relationship helped introduce her to the field of industrial-organizational psychology and provided early guidance as she explored potential career paths.

Later in her career, she benefited from the mentorship of Perkins&Will's former Chief Talent Officer, who ultimately helped prepare her for the leadership position she holds today.

Amber also points to former Chief Financial Officer Dana Waymire as another influential figure whose guidance contributed significantly to her professional growth.

For Amber, these relationships reinforced an important lesson that continues to guide her leadership philosophy today: no one succeeds alone.

The willingness of experienced leaders to invest in others can have a lasting impact that extends far beyond a single role or career stage.

Recruiting in a Relationship-Driven Market

While talent acquisition represents only one part of Amber's responsibilities as Chief People Officer, she has witnessed significant changes in the recruiting landscape, particularly within the architecture and design industry.

One of the largest challenges facing the profession is the growing shortage of experienced talent.

As many Baby Boomers approach retirement, organizations are facing increasing pressure to identify, attract, and develop the next generation of leaders.

At the same time, demand for skilled architects and designers continues to grow.

That combination has fundamentally changed how recruiting works.

“It's much more about relationship building.”

Rather than relying solely on active job seekers and inbound applications, organizations must proactively engage talent, cultivate networks, and establish meaningful connections long before hiring needs emerge.

For Amber, recruiting today is increasingly focused on community-building and long-term relationship development rather than simply filling open positions.

Even for one of the largest firms in the industry, success depends on maintaining strong external networks and continuously engaging passive candidates.

Advice for Leaders in 2026

As organizations continue navigating talent shortages, workforce shifts, and changing employee expectations, Amber believes people leaders must remain focused on what matters most.

People.

“It's your people who serve your clients.”

While organizations often focus heavily on growth strategies, business development, and operational performance, Amber believes sustainable success ultimately comes from investing in the people responsible for delivering those results.

That means prioritizing employee well-being, creating meaningful development opportunities, offering competitive benefits, and building workplace cultures where people can thrive.

For leaders heading into 2026, Amber's advice is simple but powerful:

Keep your people at the center of every decision.

Because regardless of industry, technology, or business model, organizations succeed when their people succeed.

By combining deep business understanding with a genuine commitment to people, Amber Hamilton exemplifies the kind of people-first leadership that continues to shape the future of work.