Governing Body Spotlight

Howard Young is a seasoned Chief People Officer with more than two decades of experience leading HR strategy, compliance, and organizational transformation across Fortune 100, government contracting, healthcare, and non-profit sectors. He currently serves as Chief People Officer & Counsel for CBRE Government & Defense Services, where he oversees a global HR team and drives initiatives that strengthen performance, compliance, workforce engagement, and business growth. Howard previously held senior leadership roles at Millennium Corporation, Graham Holdings Company, NCQA, WMATA, Unity Health Care, and the Social Security Administration, consistently delivering measurable improvements in culture, operations, and risk management. He holds a J.D. from the University of Baltimore, an M.S. from Johns Hopkins University, a B.A. from Rutgers University, and multiple advanced HR, compliance, and legal certifications.

A fun fact about Howard is that he was an All-State High School football player in New Jersey and played in and won a state championship at the NFL's Giants Stadium!

Learn more about the Washington, DC CHRO community here.
 

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

Howard's path to Chief People Officer & Counsel is grounded in more than two decades of progressive leadership across federal agencies and complex private-sector organizations. After rising through senior HR and counsel roles in government, he advanced into corporate leadership positions where he strengthened compliance, modernized HR operations, and drove organization-wide performance improvements. His success leading people strategy at Millennium Corporation further expanded his enterprise impact and positioned him for executive-level responsibility. This combination of public-sector rigor and private-sector transformation experience led to his current role at CBRE Government & Defense Services.
 

What is one of your guiding leadership principles?

My purpose is to build workplaces where people feel seen, valued, and empowered to do their best work. I believe organizations achieve sustainable success when they care deeply about the humans behind the results. I lead with heart and accountability, because great cultures are built on both.
 

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

The greatest challenge in my role as Chief People Officer is balancing rapid business growth with the need for scalable, compliant, and employee-centered people systems. As organizations expand, legacy processes quickly become constraints, and workforce expectations evolve just as fast. I am addressing this by modernizing our HR infrastructure, strengthening compliance and risk management, and implementing data-driven talent strategies that support both operational excellence and workforce stability. This approach ensures we remain agile while safeguarding culture, engagement, and organizational performance.
 

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

Success in the CPO role begins with listening—deeply understanding the business, its people, and the operational realities before making decisions. New C-level leaders must build trust quickly by demonstrating accountability, transparency, and a willingness to act decisively when needed. They should also embrace data, as insight-driven decision-making is essential for credibility and strategic alignment. Above all, they must balance empathy with operational rigor to effectively lead through complexity.
 

How do you measure success as a leader?

I measure leadership success by the strength and performance of the teams I build and the culture we create together. When employees feel supported, engaged, and empowered to perform at their best, the organization’s outcomes consistently reflect that. I also look at measurable improvements—retention, productivity, compliance, and organizational health—as indicators that leadership decisions are driving the right results. Ultimately, success is demonstrated when people thrive, operations strengthen, and the business is positioned for sustainable long-term growth.
 

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

Being a member of Gartner C-level Communities provides access to a trusted network of senior executives who share real-world insights, tested strategies, and solutions to emerging business challenges. It also offers research-backed guidance and peer collaboration that accelerates decision-making and strengthens enterprise leadership impact.
 

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