Spotlight on Jodi Taylor

Jodi Taylor guides people strategies that define the Brasfield & Gorrie employee experience. With two decades of experience in construction and employment law, she joined Brasfield & Gorrie’s Legal Department before transitioning to Human Resources. Today, her sharp intellect and strategic approach shape how the company attracts, develops, and supports more than 4,500 employees. Jodi leads initiatives across talent acquisition and management, compensation and benefits, people analytics, and employment practices that drive performance and retain top talent. 

Beyond Brasfield & Gorrie, Jodi invests deeply in the construction industry and her community. She serves on the Georgia Chamber of Commerce Labor Relations and Employee Retention Committee, the Associated General Contractors of Georgia Legislative Committee, and the Executive Team for the Construction Personnel Executives group. She also serves on the boards of Agnes Scott College and Atlanta’s Center for the Visually Impaired, and as a trustee of Northside United Methodist Church in Atlanta. 

A fun fact about Jodi, she danced in the Super Bowl pre-game show at the Georgia Dome while she was in college. The Falcons did not win that year, unfortunately, but she is still a big Falcons fan. Years later, her husband’s company was part of the team that built the new Mercedes-Benz Stadium, which makes it a special full-circle story for their family.

Learn more about the Atlanta CHRO community here.
 

Give us a brief overview of the path that led to your current role.

My career did not follow a straight path, but every turn eventually led me back to where I began. I started college as an industrial-organizational psychology major planning a career in HR or management consulting. A pivot to law school followed an organization-based research project that changed my perspective (ask me about that when we meet!), and I focused my studies on employment law. During a law firm summer clerkship, I was introduced to construction law and quickly developed a passion for the industry.

I began my career in private practice focused on construction law, which gave me valuable insight into how construction businesses operate, from decision-making and risk to the realities of projects and people. It was also where my interest in workforce development began, as I saw how talent and leadership directly affect long-term success. When the Great Recession slowed construction work, I shifted back to employment law, returning to construction as the economy recovered. That path ultimately led me to Brasfield & Gorrie, first as in-house counsel and then as CHRO, where I have been able to fully lean into workforce development.

After a winding path, my career led me back to HR, with the added perspective of law and business shaping how I lead today. While this was a path I saw early in my career, it took a range of experiences to prepare me for it. That journey fuels my passion for helping early-career professionals explore their options, build skills, and trust the experiences that shape the path, not just the plans you make.
 

What is one of your guiding leadership principles?

One of my guiding leadership principles is servant leadership grounded in accountability. I believe leaders exist to support their teams, remove obstacles, and create clarity, while also holding themselves and others accountable for results. When those two things come together, you can usually find solutions that work for both people and the business.
 

What is the greatest challenge CHROs face today, and how are you addressing it?

Brasfield & Gorrie's success has always been tied to our people and the way we invest in their development, both professionally and personally. As we continue to grow, a key focus for me is ensuring we scale in a way that allows us to keep delivering excellent service and meaningful opportunities, without losing what makes our culture special.

That means being thoughtful about how we develop leaders, support early-career professionals, and create clear pathways for growth, while staying true to the values and relationships that are part of our “secret sauce.” The challenge and the opportunity is growing with intention, so our people continue to feel supported, connected, and proud of the work they do as the organization evolves.
 

What is the key to success for someone just starting out as a CHRO?

Knowing the business, knowing the people, and learning how to connect the two. You have to understand how the organization actually operates, what drives results, and where the real risks and opportunities are. At the same time, you need to know your people, what motivates them, what they need to succeed, and how they experience the organization. The real impact happens when you can bring those together and align people strategy with business strategy in a way that feels authentic and actionable.
 

How do you measure success as a leader?

Success means building a team that is constantly growing and capable of stepping into greater responsibility, including eventually replacing me. Strong leaders develop talent, not dependence. It also means earning your team’s confidence through knowledge, consistency, and a genuine commitment to both the organization and the people.

Just as important is creating psychological safety, where people feel comfortable speaking up, challenging ideas, and engaging in healthy debate. When teams trust their leader and feel safe to engage, they make better decisions and deliver stronger results.
 

What is the value of being a member of Gartner C-level Communities?

For me, the biggest value of the Gartner CHRO Community is learning from others who are facing similar challenges, even across different industries. When I first stepped into the CHRO role, I connected with another first-time CHRO, and having that peer relationship was incredibly helpful. It’s a space to share what you are learning, hear what’s working for others, and stay connected to what is shaping people strategy and workforce development.
 

Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.