Q&A with Andy Gracey, Head of Talent Acquisition and HR Operations, Amerilife
As TA continues to evolve, the most effective leaders aren’t just great recruiters, they are connectors. Andy Gracey is one of them. As Head of Talent Acquisition and HR Operations at AmeriLife, she bridges people, systems, and strategy to ensure that hiring isn’t just efficient, but aligned with long-term business goals.
In this Q&A, Andy shares how she built a TA function from the ground up, what it takes to influence at executive level, and why recruitment should be top of mind for every HR leader.
Q&A with Julia Levy, Talent Acquisition Leader
With a career that spans recruiting, operations, technology, and employer branding, Julia Levy has worn many hats in talent acquisition, and reinvented the role each time. Here, she reflects on how the role of TA is shifting, how leaders can deliver value in resource-constrained environments, and why the future of TA is both more complex and more exciting than ever.
You joined AmeriLife to build a TA function from scratch. What did the landscape look like when you arrived?
There was no formal talent acquisition function, just a heavy reliance on agencies. Since then, we’ve built a TA team that’s fully embedded in the business. We’ve taken the time to learn the business, speak its language, and align recruiting strategy with company growth. That’s made a real difference.
You also lead HR operations. How has that dual role shaped your approach?
It’s made all the difference. If TA sits on an island, it can lose sight of how everything connects. But when you’re also working across systems and operations, you see how every part of the people strategy fits together. That’s helped me align recruiting with things like onboarding, training, and internal mobility, because it’s all part of the same story.
How has the perception of TA changed within the business since you joined?
It’s gone from being transactional to truly strategic. Our executive team sees HR as a function that drives performance, retention, and culture. Our recruiters are delivering insights, supporting revenue goals, and giving leaders back time to focus on their core work. And because we’re aligned with the business, the hires we’re making are sticking, allowing the business to scale more efficiently and faster.
What are the key skills that have helped you thrive in this environment?
Adaptability and agility are significant. We’re growing rapidly, and you have to pivot often to meet evolving business needs. Change management is critical too - especially because my work touches so many parts of the organization. You need to move quickly and make decisions with confidence. It’s not always a “debate and decide” culture. Sometimes, you need to act fast to support growth.
You’ve talked about using data to tell a story. Can you share an example?
Definitely. Our RPO partner has been instrumental in helping us use data to secure investment in new sourcing tools. We showed how improving certain parts of the candidate funnel would enable faster, more effective hiring in high-volume times like AEP (annual enrollment period). That data helped us get what we needed, and we hit the hiring targets. It was a great example of how data, when framed the right way, drives outcomes.
A lot of TA leaders are facing the pressure of doing more with less. How are you managing that challenge?
For us, it’s more about working smarter. We’ve invested in automating manual touchpoints, and we’ve also cross-trained team members so we can scale quickly when needed. During a recent acquisition, we onboarded nearly 1,000 team members across corporate and our affiliate partners. Our ability to flex the team and move fast was key.
What are the biggest trends you’re tracking right now in TA?
AI is a big one, especially in terms of recruiter productivity. The goal is to take repetitive tasks off the table so our team can spend more time consulting with the business. I’m also watching demographic shifts. Gen Z has high expectations, and we need to meet them while managing the retirement risk in our industry. Upskilling, internal mobility, and reskilling are all big priorities.
How do you see your role – and the TA function – evolving over the next couple of years?
Workforce strategy is going to be front and center. We’re facing a shrinking labor pool and rapid change across industries. TA leaders will need to lead on internal mobility, capability building, and skills-based planning. I expect to stay in a hybrid role, because connecting strategy, systems, and people is the most effective way to create value.
What makes for a strong TA partnership with HR and the business?
At AmeriLife, our HR business partners do a brilliant job of bridging the gap. They sit with the business, they understand the goals, and they help TA build relationships and credibility. Our recruiters spend time shadowing teams, understanding the day-to-day, and bringing back market insights. That’s what creates trust. It also means we can ask the right questions, offer solutions, and contribute to business performance.
And finally, what’s your advice for other TA leaders looking to stay relevant and effective in this changing market?
Be a connector. Talent acquisition can’t operate in a silo. Talk to your Total Rewards team, your L&D team, your HR ops team… because together, you’re shaping the full candidate and employee experience. Also, recruiting is not just about sourcing and screening. It’s the foundation of your entire people strategy. If you get hiring wrong, you’ll spend the rest of the employee journey trying to fix it. TA should be top of mind for every HR leader.
