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Rooted in a multidimensional mindset, the HR function is not just about policies anymore. The drive for operational excellence hinges on valuing people as strategic assets. Striving for agility and inclusive practices, HR leaders champion both performance and empathy, fostering trust and belonging amongst their people.
With an extensive career spanning over 26 years at two of the country's leading conglomerates, namely Aitken Spence & Company and McLarens Group, as well as her experience with one of South Asia’s apparel giants, MAS Holdings, Davina Kern is a seasoned HR leader who leverages her expertise to foster growth and is driven by a passion to empower people and inspire progress. Davina has built systems that connect strategy with purpose and innovation leading to global sustainable impact in her career. She has successfully refined HR systems, honed talent and structured organizational designs to scale globally. She is currently the Group Chief People Officer at Hela Apparel Holdings.
What inspired you to specialize in HR and people leadership? How did your academic journey shape your expertise in the industry?
My leadership journey has been a natural progression of my family environment, school and sports experiences. I embraced responsibilities and teamwork from an early age, and acquired skills that have shaped my path into HR and executive leadership.
I began my career at the age of 20 at Aitken Spence & Co, a diversified Sri Lankan conglomerate with no HR experience. I was eager enough to learn hands-on work, coordinate training, produce newsletters, and facilitate learning, which sparked my passion for people development and became early aspirations in corporate leadership. I have spent over two decades transforming HR and organizational culture. Currently, I oversee HR, compliance, administration, and sustainability for six units with 9,500 employees, both local and overseas.
What key areas of expertise have you developed as an HR leader over the past two decades?
Capitalizing on my acquired knowledge and experience, I have understood that resilience is a cornerstone of effective HR leadership. It is imperative for C-suite HR leaders to act decisively and remain steady while navigating AI advancements, economic shifts, or unexpected events. I have consistently encouraged others and myself to build a resilient team, enabling everyone to recover, adapt, and continue driving performance, has been integral to my leadership approach for years. Also, listening with intent is one of leadership’s crucial skills. By truly hearing people, we not only uncover solutions but also enable and empower others to contribute, make decisions, and feel valued throughout the process.
It is imperative for HR professionals to understand the broader business landscape. By integrating HR with broader business goals, I ensure strategies drive both organizational performance and positive impact on people and society, aligning business priorities.
Introduce us to Hela Apparel Holdings. What primary roles and responsibilities do you shoulder as the Group CPO?
Hela Apparel Holdings provides sustainable and ethical supply chain solutions to some of the world’s leading apparel brands, while also operating a successful brand licensing division in the UK under the trading name Hela Brands. The company works closely with customers, from design to delivery, in the Intimatewear, Sportswear and Kidswear product ranges. Hela leads the industry in ethical and sustainable manufacturing practices.
Currently, we operate in six facilities, both local and overseas with 9,500 employees. I began with Hela Apparel in July 2024 and oversee HR, administration, compliance, & sustainability. I ensure to carve out strategies that are tailored to cater to the nuances of each country, acknowledging regional realities, even within the same country.
I am aware that what works for one region may not be beneficial in another, especially in a labour-intensive business. As the Group Chief People Officer, I am driven to stabilize commercial priorities with human touch, motivating a diverse workforce, ensuring compliance, and manging costs effectively.
In your opinion, what are the fundamentals of building strong company culture?
A thriving culture begins with clarity of vision and leadership maturity. HR operations must steer this journey, aligning people, purposes, and values together. Strong cultures are built on purpose-driven goals. Profit matters, but understanding why we pursue what we do, gives meaning to performance. When teams and leaders thrive by redirecting their efforts, it leads to growth, rewards, and long-term fulfilment.
A healthy culture thrives when one continuously raises the bar allowing everyone to grow. Innovation, ongoing learning, and empowered people drive performance and growth.
How do you foresee the future of HR and people management evolving? Which major shifts will shape HR’s future?
In today’s scenario, the advancement towards AI and automation has largely shaped the way we work. It has allowed us to reskill and redefine roles rather than eliminating them. I foresee the HR function evolving towards data-driven decisions, creating a stronger focus on employee well-being and flexible work models.
Credibility grows from authenticity and integrity
True leadership has the capability to progress with a multi-generational workforce. This blend brings diversity in thought, values, and leadership styles, redefining future outcomes and strategies. I strongly believe that AI can streamline the process, but cannot replace human connection, touch, and emotions. Yet, amid AI’s rise, leaders must retain what cannot be replaced; empathy, intuition, and human connection. AI-augmented HR is the future where technology empowers, not overshadows human intelligence.
Looking back, which key professional milestones stand out? What is your “success mantra”?
My work has spoken for me through the impact it has created, allowing me to garner recognition organically. I have viewed challenges as opportunities and believe in leading with purpose, staying true to my values. With experiences of navigating diverse cultures and leadership styles, I have actively turned challenges into actionable opportunities.
As an HR professional in the C-suite, my success mantra is simple; credibility is earned through authenticity and integrity. For me, listening to understand, acting ethically, and being transparent about capabilities, are principles to build strong organizational cultures.
Davina Kern, Group Chief People Officer, Hela Apparel Holdings
Steers transformation, people development and change-driven innovation across industries. Davina Kern has been at the forefront of transforming people and culture strategies developing competency frameworks. In her career she continues to drive sustainable changes, redefining HR systems through talent management and organizational development.
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