Danielle McCoy, Chief People Officer at Raft, a leading defense technology firm, is a true culture crusader. At Raft, a woman- and immigrant-owned organization defying the norms of the government contracting industry, McCoy champions a people-first approach that prioritizes employee well-being and fosters a unique, inclusive environment.
In a sector traditionally known for its rigid structure, Raft stands out. McCoy has spearheaded a remote-first culture where employees are empowered to work from anywhere, dress comfortably (think t-shirts, not suits), and enjoy flexible vacation policies. Cognitive diversity is celebrated, and out-of-the-box thinking is encouraged, creating a vibrant and inclusive environment that attracts and retains top talent.
McCoy’s journey to becoming a leading voice in HR began unexpectedly. After a brief stint in agency staffing, she identified an opportunity at a rapidly growing company and proactively pursued a role, ultimately leading to her first HR leadership position. “That experience was pivotal,” she recalls. “I witnessed firsthand how a strong, employee-centric culture positively impacts every aspect of an organization’s success, from recruitment and retention to overall performance.”
This realization fueled her passion for creating supportive and empowering work environments. Prior to joining Raft, McCoy held key leadership roles at Nuix, Angi, and mHelpDesk, where she consistently championed employee well-being and fostered high-performing teams.
At Raft, McCoy continues to make a significant impact, building a culture that attracts and retains top talent while challenging the traditional norms of the defense industry.
In our latest Faces, meet Danielle McCoy.
Who is/was your biggest influence in the industry?
I’m fortunate to have been influenced not by one individual but by a dynamic community of People Leaders and (well-known and recognized) C-suite professionals across the DC Metro area—now nationally, thanks to the shift in remote work. Early in my career, a group of forward-thinking People Leaders from high-tech startups around Washington D.C. came together to reimagine the People function, determined to push beyond traditional boundaries.
At that time, ‘HR’ was often viewed as an administrative function, seldom holding a true ‘seat at the table,’ but we knew our roles could drive meaningful change within organizations. We met monthly to engage in impactful discussions on innovation, disruption, and transforming HR into a strategic partner—conversations that have since become the norm in today’s organizations.
Today, this group has grown to over 100 HR and talent professionals, connecting through Slack and virtual discussions to share insights and tackle emerging challenges together. This influential network has continually inspired me to think outside the box, stay people-centered, and approach challenges with a strategic business mindset.
What’s your best mistake and what did you learn from it? Do the things that scare you most because that is your growth zone.
My best mistake was letting fear hold me back from intimidating opportunities outside my comfort zone, at least at first. Early on, I avoided high-stakes challenges because I feared failure. When I received an unexpected call from the COO and CEO about leading talent acquisition—a role that would ultimately shape my career—I initially declined out of fear of the unknown. But eventually, I faced that fear, called them back, and accepted. That moment taught me that stepping into the unknown was exactly what I needed to grow. This experience became a lasting lesson in the power of confronting fears head-on. Since then, I’ve continually leaned into challenges that once felt overwhelming, most of the time with my #LFG song blasting, each time gaining new skills and confidence. Facing my fears has become a guiding theme in my journey. My current CEO continues to challenge me and remind me that my growth zone is the only way to fuel my continuous growth and development in my career.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite part of working in this industry is championing people and fostering a people-first culture that powers an organization’s success. I love the creative challenge of aligning people’s needs with business objectives to design strategies that make real, meaningful change. It’s incredibly rewarding to use data to drive these initiatives, ensuring we’re not just supporting our people but elevating their experience and engagement in ways that benefit everyone.
On the flip side, my least favorite part is the lingering perception some have of HR as a purely administrative function or even as a ‘policing’ entity. Too often, people bring past experiences that don’t reflect the potential of a truly people-centered HR team. My goal is to change that narrative. I’m thrilled every time I hear, ‘You and your team are different from any HR team I’ve worked with before.’ That’s when I know we’ve succeeded. It’s a reminder that our work is shifting perspectives and proving that HR can be a trusted advocate, a strategic partner, and a driver of growth and innovation. To me, transforming how people see HR is as important as the work itself.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
For me, caring about people goes beyond making them feel comfortable—it’s about creating an environment where they feel truly seen, valued, and supported to reach their fullest potential. In my role, I see the power of a safe and inclusive culture firsthand; when people feel secure and empowered, they bring their best selves to work, and that energy drives both individual and organizational success.
How can HR most effectively demonstrate its value to the leadership team?
HR can most effectively demonstrate its value to the leadership team by positioning itself as a strategic partner that drives both people and business success. This starts with understanding and aligning with the organization’s goals, then translating those into people-centric strategies that directly support growth and innovation. By using data to show the impact of initiatives—like retention improvements, engagement boosts, or reductions in turnover—HR can provide concrete evidence of its contribution to the bottom line.
Where do you see the industry heading in five years? Or are you seeing any current trends?
In the next five years, I see the industry evolving in two keyways.
Short-Term: Right now, we’re in unprecedented times, and HR professionals are feeling the impact with higher rates of burnout and fatigue. This strain has driven a significant trend toward Fractional HR roles. Businesses increasingly recognize the critical need for strategic HR leadership as people-related challenges grow more complex. However, not all organizations can support a full-time senior HR leader financially. Fractional HR fills this gap, allowing companies to bring in high-caliber expertise on a part-time basis for critical people and culture needs.
Long-Term: Over the past decade, HR has solidified its seat at the table, with strategic People Leaders influencing core business outcomes. I’m seeing a trend of HR leaders transitioning into operational roles, positioning them to lead organizations as CEOs. Companies are realizing that a people-first approach, championed by leaders with deep HR expertise, drives organizational success by empowering individuals to thrive. In the future, I believe we’ll see more Chief People Officers and HR leaders step into CEO roles, bringing a holistic, people-driven approach to leadership that supports sustainable growth and innovation.
What are you most proud of?
I’m most proud of achieving a C-suite position before 40—a professional milestone that represents years of dedication, continuous learning, and a commitment to embracing challenges head-on. Reaching this level is especially meaningful because it reinforces my belief in the power of a people-centered approach and my ability to drive strategic initiatives that propel the organization forward. For me, this achievement is more than a title; it’s a testament to a journey of growth, resilience, and the impact of putting people at the heart of every business strategy. I’m excited to keep pushing boundaries and contributing to my company’s success in ways that empower others to reach their full potential, fostering a culture where people and business can thrive together.
Do you have any advice for people entering the profession?
My advice for those entering the HR profession is to focus on building relationships and gaining a deep understanding of the business from day one. In today’s landscape, HR is no longer viewed as a purely administrative function, it’s a strategic partner with a direct influence on every facet of the organization, from growth and innovation to employee satisfaction and retention. To truly succeed in this role, you need to understand not only the mechanics of HR but also the organization’s core goals, challenges, and unique culture.