Brickster Voices: Meet Cindy Nicola, VP Global Talent Acquisition

Brickster Voices is a series that spotlights the people who make our work possible. Through personal career journeys, behind-the-scenes looks at impactful projects, and a glimpse into how we work together, these stories offer a window into life at Databricks. Whether you’re exploring new opportunities, curious about our work in Data + AI, or simply inspired by stories of growth and collaboration, Brickster Voices invites you to get to know the individuals driving our mission forward.

As part of our Brickster Voices series, Leide Cabral-Donald, Manager, Inclusion, sat down for an interview with Cindy Nicola, our VP of Global Talent Acquisition, who joined Databricks just over a year ago. Cindy has led global talent acquisition teams through some of tech’s most defining chapters—from Apple and Tesla to Rivian and now Databricks—with a steady blend of courage, clarity, and care. During this conversation, she reflects on her career journey, what it means to lead boldly through hypergrowth, and the lessons that have stayed with her. Spoiler: it’s as inspiring as it is refreshingly real.

Leide: I have been so inspired by your resilient personal story since you shared it with our team. Can you tell us a bit about your journey and what led you to work in HR?

Cindy: I was adopted at a young age and left home at 14. I never went back. When you leave home that early, the road is rarely linear. I didn’t always make the best choices, but I prioritized my responsibilities first and found solace in getting straight As and lifting others up. In college, I worked full-time while going to school full-time to pay for both my life and education. I was drawn to impact, which led me to pursue a degree in Psychology and Sociology. I started working in mental health early on, with patients in crisis: those battling addiction, suicidal ideation, and severe mental illness. I loved that work. I felt like I was making a real difference. After earning my BA, I enrolled in the Master of Social Work program at Boston University. But during my first year, a shift happened. I realized that despite my passion for the field and for helping others, sustainable impact felt rare, and frankly, I wasn’t always inspired by the people I saw leading the work. I wanted to be surrounded by people who challenged me, people I could learn from — and I craved systems-level change.

One day, during an internship at a large social services agency in Dorchester, I was talking to my supervisor about this shift and dilemma. He seemed to really understand, and he asked me, “Have you ever considered HR?” He said the intersection of people and business might be where I could make the biggest difference.

That conversation changed everything. I shifted the back half of my MSW to focus on management and business, graduating with a new mission: break into HR. One day, while waiting in line for an aerobics class, I overheard someone mention their HR person had quit. I sprinted to my car, grabbed my resume, and handed it to her. The next day, I got the call. I took a huge pay cut and started as an HR coordinator.

Six months later, I was promoted to HR generalist. Eighteen months after that, I became an HR manager. I spent the next decade in HR leadership roles (with a short detour leading quality & HR), and in 2000, I was asked to help build a strategic recruiting function.

That’s when I fell in love with talent acquisition — and the power it has to shape a company’s future.

L: What a powerful journey — it’s clear that purpose and impact have been at the heart of every chapter for you. It seems like finding your way to talent acquisition really aligned with that deeper drive to influence systems and uplift others. What do you find most rewarding about working in talent acquisition?

C: There’s nothing quite like it. You get to shape the future of a company by helping build the teams that build everything else. Every hire is a lever for impact on the product, the culture, and the momentum of the business. When you get it right, it’s transformational.

But it’s also deeply human work. You’re helping people make some of the biggest decisions of their lives—where to grow, what problems to solve, and who to trust with their time and talent. Being part of that moment and doing it with care, intention, and clarity is incredibly meaningful.

And while I love the craft of talent acquisition, what’s even more rewarding to me is leading. I’ve had the privilege of building and leading global teams from 50 to nearly 1,000 people—and that’s the part I’m most proud of. I’ve been a part of so many career journeys, and it means the world to see folks who once sat on my teams now leading TA at other companies.

L: You’ve led talent acquisition at companies known for their explosive growth and ambitious missions — what does bold and authentic leadership look like for you during the hypergrowth stage?

C: Bold and authentic leadership, for me, means creating clarity amidst the chaos—clarity of purpose, clarity of expectations, and clarity around what great looks like. I try to show up as a real human, not just a leader with a to-do list. That means being honest about what’s working and what’s not, creating space for others to do the same, and supporting my team through the inevitable ups and downs. Being bold is about setting a high bar and not lowering it when things get hard. Being authentic is about being honest about tradeoffs, supporting people through uncertainty, and creating a sense of shared ownership in the outcomes. I think the combination of care and clarity is what keeps you intact and stronger through hypergrowth.

L: Looking back, was there a moment that felt like a major inflection point or career leap? What did that decision teach you about risk and self-trust?

C: For me, there wasn’t just one big leap—it’s been a series of inflection points, each one shaping how I show up as a leader. But if I had to name a defining shift, it was the moment when fear started to get replaced by courage.

Early in my leadership journey, I carried a lot of nerves. Making tough calls, giving hard feedback, pushing back on an executive, or simply holding space in high-stakes rooms didn’t come naturally at first. Fear—of getting it wrong, of not being heard, of creating tension—sometimes got in the way of effectiveness.

But over time, as I gained more experience, I built not just expertise but also good judgment. And with that came a kind of quiet confidence. I started to trust my voice more. I learned that leadership isn’t about always being certain—it’s about being grounded enough to speak up anyway, especially when it’s hard.

That shift—from fear to courage—was transformational. It didn’t happen overnight, but it’s what allowed me to grow into the kind of leader I aspire to be: one who leads with clarity, care, and conviction, even when the stakes are high. Every time you choose courage over comfort, you expand your capacity to lead—and to take smarter risks. You learn to bet on yourself. And in fast-moving environments, that kind of grounded self-trust is everything.

L: What’s one lesson you wish people learned earlier in their leadership journey?

C: That leadership isn’t about having all the answers—it’s about creating the conditions for others to thrive. Early in your career, there’s this pressure to prove yourself by being the expert in the room. But real leadership is about listening, asking the right questions, and building a team that challenges and complements you.

One of the best lessons I’ve learned is to hire people who are better than me—smarter in their domain, sharper in areas where I’m not, and strong in the things you can’t teach, like curiosity, resilience, and sound judgment. I’ve always hired people who bring something I don’t have—and that’s by design. Great leaders build great teams, not by being the hero, but by surrounding themselves with people who elevate the whole.

So the lesson is: get comfortable not being the smartest person in the room. If you’re doing it right, you rarely will be. And that’s where the magic happens—when you create the space, clarity, and trust for others to do their best work.

L: What do you prioritize on a day-to-day basis so that you can be the best leader to your team?

C: It starts with taking care of myself—mentally, physically, and emotionally. Fitness is a big part of that for me. It’s not just about health—it’s about energy, resilience, and carving out space to reset. When I’m prioritizing my well-being, I can be more present, more thoughtful, and more grounded for my team.

And just as important, I try to have a little fun along the way. Laughter, real conversations, checking in on life outside of work—it all matters. Staying connected to the personal side of my team helps build the kind of culture where people feel seen, supported, and celebrated.

At the end of the day, leadership is about how you show up—consistently and with intention. For me, it’s about work-life fit, not balance. Life and work aren’t separate boxes—they’re integrated. And when I’m aligned in both, I’m at my best for my team.

Interested in joining our team and working with incredible leaders like Cindy? You can visit databricks.com/careers to learn more about careers at Databricks and open roles today!