Q: What inspired the creation of Talent Lab, and how has the company's mission evolved over the past decade?

PC: Talent Lab was born from a clear need to improve the work experience by strengthening the relationship between organizations and their people. We observed a disconnect where companies and employees both expressed frustration, yet mutually acknowledged their dependence on one another. 

This tension pointed to the need for a more human-centric workplace culture, one that supports both strategic execution and individual fulfillment. Our mission has remained rooted in this purpose, though our methods and tools have evolved in response to changing market needs. From the outset, we aimed to fill a quality gap in talent development and organizational culture consulting. Over time, we have remained committed to transforming the workplace into a space where personal growth, professional development, and business performance align meaningfully.

Q: In today’s competitive HR landscape, what is Talent Lab’s core differentiator?

VG: Our differentiator lies in how we integrate technology, client-centricity, and global insight to deliver customized, high-impact solutions. We have evolved beyond traditional HR consulting into a tech-enabled organization that anticipates and responds to the future of work. Our team brings diverse experience, from in-house roles to academia and global consulting, which allows us to deeply understand client challenges from multiple perspectives. 

We operate in over 26 countries and across more than 26 industries, enabling us to localize global best practices. In Mexico and Latin America, where benchmarks are often scarce or imported from different realities, we bring relevant, data-driven insights tailored to the region. Clients also value our ability to scale solutions, whether they lead large corporations or smaller teams, and our capacity to deliver flexible, high-quality services rooted in expertise, curiosity, and purpose.

Q: What motivated you to launch the Incluye forum, and how does it reflect Talent Lab’s commitment to inclusion and diversity?

PC: Incluye began as a client-led conversation on DEI and evolved into a nonprofit platform to drive regional collaboration and measurable impact. It features Latin America’s leading inclusion ranking, ongoing training, and a certified network of experts in accessibility, inclusive hiring, and workplace adaptation.

Our annual forum convenes global voices to explore inclusion, well-being, and leadership. This year’s theme, Human OS, focuses on the human dimension in the age of AI. Incluye embodies our goal: to enable systemic change through practical, locally relevant tools.

Q: How does Talent Lab integrate technologies like Ecor, Taylor Test, StartMeUp, and PracticeLab AI to enhance its services?

VG: From the beginning, technology has been a strategic pillar for Talent Lab. We view it not as a tool, but as an enabler that amplifies the impact of our work. Our technology partnerships are with global experts in their respective fields, allowing us to blend cutting-edge digital capabilities with deep local expertise. 

StartMeUp, for instance, is a continuous feedback platform designed to foster performance conversations and strengthen organizational culture in a digital-first way. For talent assessment, we collaborate with SHL and other providers whose scientifically validated tools enhance our diagnostics.

PracticeLab AI, our most recent addition, enables scalable, sustainable learning through immersive, data-driven simulations. It supports microlearning in safe environments, generates actionable insights for HR teams, and transforms training into measurable behavioral change. These solutions empower organizations to future-proof their workforce while allowing leaders and HR teams to operate with agility and foresight.

Q: Based on your data, what services are most in demand in Mexico, and what does this reveal about organizational priorities?

PC:  Our latest market research identified four priority areas among Mexican organizations. First is cultural evolution, driven by shifts in business models, work habits, and global trends. Leaders need their teams to adapt to new strategic directions and mindsets. 

Second is leadership development. There is a pressing need to strengthen both foundational leadership skills, such as feedback, goal setting, and coaching, and more advanced capabilities like inspirational and transformational leadership. PracticeLab plays a key role here by enabling leaders to practice real-life scenarios in a risk-free environment. 

Third is upskilling, as automation, digitization, and AI are transforming job requirements at an unprecedented pace. Companies recognize the urgency of developing adaptive, digitally fluent talent. 

Finally, organizations are investing in tools that help them operate more efficiently while placing humans at the center. This includes leveraging technology to optimize processes, strengthen human-machine collaboration, and support sustainable change.

Q: Is it necessary to first address an organization's basic needs before tackling complex topics such as leadership or upskilling?

PC: We do not believe these efforts need to follow a sequential order. Our approach is based on acting transversally across the organization. We work with companies facing challenges ranging from the most basic, such as physical conditions that directly impact employee well-being, to deeper structural issues involving leadership, culture, or operational processes. A comprehensive diagnosis allows us to detect multiple layers of improvement.

Acting on multiple fronts simultaneously accelerates transformation. For example, we have worked with organizations where a negative work climate was caused not only by a lack of basic resources but also by a disconnect between leaders and their teams. The solution was not merely logistical; it required redesigning the employee experience from the ground up, retraining leadership, fostering active listening, and making the invisible visible.

That is why we approach organizational development as an ecosystem: every element is interconnected and mutually reinforcing. Addressing urgent issues does not exclude working on what is important. On the contrary, taking action across different fronts, while prioritizing essential well-being conditions, lays the groundwork for cultural evolution, technology adoption, and transformational leadership. 

Organizational transformation does not have to be linear; it must be simultaneous, strategic, and deeply human.

VG: Leadership is at the core of the employee experience. Research shows that while 75% of employees experience stress during a typical week, 85% of that stress is directly attributed to their immediate leader. This makes leadership not just a role, but the single most influential factor in how people experience work.

We help leaders become conscious architects of these experiences. As we often say, 95% of organizational behavior operates on autopilot. Our mission is to shift that dynamic and to make culture intentional, measurable, and aligned with strategic goals.

Human Capital is not a luxury or something “nice to have”; it is a critical driver of organizational performance. When culture is shaped deliberately, leadership becomes a catalyst for sustainable results.

Q: How does your organization support workforce transitions, and what is the role of technology and human connection in this process?

VG: We approach workforce transitions holistically through our CareerLab platform, which goes beyond traditional outplacement services. CareerLab is designed to support individuals at various critical career moments, whether they are pursuing leadership roles, international assignments, facing restructures, retirement, or exploring entrepreneurship. 

Our solution blends expert coaching with a digital, self-paced platform, fostering autonomy and relevance. We believe that every employee, regardless of age, should be empowered to take ownership of their transition. CareerLab equips individuals with the skills and confidence necessary to remain competitive and fulfilled in an evolving labor market.

PC: CareerLab not only supports the individual but strengthens the entire ecosystem surrounding workforce transitions. Managing transitions properly protects the employer brand, improves organizational climate and trust, and sets individuals up for success in their next step, whether that is a new role, a new company, or an entrepreneurial venture.

Q: What are Talent Lab’s main strategic goals for the upcoming year in Mexico? What can we expect from your team?

PC: Our main strategic objective for the upcoming year is clear: to support our clients with the highest possible value and actively contribute to building a better present and, above all, a better future of work. This means evolving as a consulting firm, adapting to emerging dynamics, and driving transformation that creates tangible impact. We are not here just to keep pace with change; we intend to anticipate and lead it. We aim to continue unlocking human potential within organizations and helping them navigate transformation successfully.

VG: Our focus remains anchored in our purpose: to build a more human, more effective, and more fulfilling world of work. That means supporting our clients in embracing new technologies, particularly AI, from a place of inclusion and simplicity. We want this evolution to be accessible, sustainable, and deeply connected to employee well-being.

We also see a critical opportunity within the HR function itself, which according to multiple studies is one of the least prepared areas to integrate AI effectively. We are driven by the conviction that we can enable this transition and empower those who are transforming lives within organizations. That is our challenge, our inspiration, and what keeps us constantly learning and innovating.

TalentLab is a consulting firm that provides customized human capital and organizational development solutions. With over 10 years of experience, its team supports companies worldwide in areas such as talent strategy, change management, leadership development, diversity and inclusion, and organizational diagnostics