Thomas Ayala, Ph.D., SHRM-CP

MEMBER SPOTLIGHT: Ari Sojo

Meet Thomas Ayala, Ph.D., SHRM-CP, Human Resources Manager at Legacy Mutual

Mortgage in San Antonio, where he has spent the past four and a half years partnering with

executive leadership to align people strategies with business objectives.

In his current role (and previously as HR Business Partner), Thomas provides strategic HR

leadership across multiple states, focusing on organizational effectiveness, high-performance

culture, and sustainable growth. His work spans talent management, performance management,

employee relations, compensation and benefits, workforce planning, HR technology, and multi-

state compliance.

Among his key contributions, Thomas has designed and implemented enterprise-wide

performance management programs that increased accountability and goal alignment, led the

successful implementation and optimization of Paylocity, modernized HR policies and employee

handbooks for multi-state consistency, and used workforce analytics to support executive

decision-making. He is recognized for combining strategic insight with a hands-on approach to

strengthen both business results and the employee experience.

Beyond his professional responsibilities, Thomas is a passionate advocate for second-chance

hiring. His doctoral dissertation focused on the barriers formerly incarcerated individuals face

when reentering the workforce and the role organizations can play in creating meaningful

employment opportunities. Through his research and his work as an HR professional, he is

committed to raising awareness of the value this often-overlooked talent pool can bring to

organizations. He believes that when balanced with thoughtful hiring practices and business

needs, second-chance hiring can strengthen communities while helping employers access

dedicated and capable talent.

Thomas’s goal remains clear: help organizations navigate change, develop future leaders, and

build workplaces where people and business thrive together.

Q: How do you approach the challenge of aligning people strategies with business goals when executives and HR may not always see eye-to-eye? 

Thomas: I believe HR has to earn its seat at the table by understanding the business first. When there's a difference in perspective, my first step is to understand the business priorities and the reasoning behind them before identifying the best path forward. My role is to help bridge the gap between business objectives and the employee experience and not create roadblocks. I rely ondata, compliance, and practical solutions to guide discussions, but I also recognize that every decision impacts people. The best outcomes happen when HR is viewed as a strategic partner that helps leaders achieve their goals while building trust, engagement, and long-term organizational success.

Q: What practical steps do you recommend for building a culture of accountability and continuous improvement without creating fear or resistance among employees? 

Thomas:I believe accountability starts with clear expectations. Employees need to understand what is expected of them, how their performance will be measured, and how their contributions support the organization's overall goals. From there, I believe leaders should provide regular coaching, constructive feedback, and meaningful recognition throughout the year instead of relying solely on annual performance reviews.

Q: After more than four years at Legacy Mutual Mortgage, what have been the most meaningful ways you’ve been able to strengthen both the employee experience and business results in a highly regulated, multi-state environment? 

Thomas: One of the most rewarding aspects of my role has been helping modernize our HR function while supporting the company's growth. I've had the opportunity to implement performance management processes, improve onboarding, streamline HR technology, update policies and employee handbooks across multiple states, and partner with leadership on workforce planning and organizational initiatives. 

What has brought me the most joy, however, is seeing the relationships I've built with employees over the years. I strive to make HR less adversarial and more of a true partner to both employees and leaders. I want employees to feel comfortable coming to HR not only when there's a problem, but also when they need guidance, support, or someone to help them navigate challenges. Building that level of trust has been one of the most meaningful accomplishments of my career. 

 At the same time, I've worked to equip leaders with the tools, processes, and confidence to effectively manage their teams while balancing compliance and business objectives. I believe the best HR professionals create an environment where employees feel valued, leaders feel supported, and business results naturally follow. When people know they are respected and have someone advocating for both their success and the organization's success, everyone wins.

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