How A&M’s Entrepreneurial Spirit Inspired Dina Hernandez’s Return and Fuels Her Mission to Build a Connected, People-First Culture

Dina Hernandez is a Managing Director and Global Chief People Officer (CPO) of Alvarez & Marsal’s Global Transaction Advisory Group (TAG) and Corporate Transaction Group (CTG). She leads with resilience, empathy, and a deep belief in the power of culture.

With a background shaped by her Hispanic heritage and a career rooted in talent and transformation, Dina rejoined A&M for its entrepreneurial spirit, collaborative culture, and commitment to people. 

Strength, Grit, and Mindfulness Through Heritage

How has your Hispanic heritage shaped your personal or professional journey?

Growing up with Hispanic parents, I felt immense pressure to break generational barriers and work harder than anyone else. That drive gave me grit and determination, but also mindfulness in managing personal anxiety when ambition felt overwhelming. It taught me balance, resilience, and the importance of paving the way for others.

Returning to A&M

What motivated your return to A&M, and how has this chapter evolved from your earlier experience?

I don’t think I ever truly left A&M. I went from being a contributor to an admirer, staying connected with leaders like Paul Aversano and Christine Pollack.

What motivated me to return was the opportunity to come back as Global CPO on the business side for TAG and CTG—a different vantage point from my earlier roles. What excites me most now is how we are further integrating talent globally, creating a seamless experience for employees across the firm. This focus on our people is especially meaningful in the talent space. 

What are your top priorities as Chief People Officer?

My top priority is ensuring a consistent and connected employee experience across the globe. People want to continue building meaningful relationships and to have access to strong mentoring opportunities that help them grow and thrive at A&M. Sustainable inclusion starts with the employee experience, and I’ve returned to embed our relationship-driven, trusted advisor model throughout the talent lifecycle, ensuring we scale with impact. At the same time, I’m focused on investing in process efficiency, automation and technology that allow us to grow effectively while staying true to our partner-led culture.

Balancing Family Life and Leadership in Consulting

How has your family life shaped your approach to leadership and decision-making?

As a mother of three boys with a stay-at-home partner, I’ve learned the value of being present. Whether it’s my son telling me about the lunch I packed or an employee asking for guidance, people deserve my full attention.

Presence, honesty, and advice build trust—and when you combine trust with listening and understanding, you make more objective decisions.

Why A&M’s Culture Drives Retention and Growth

What lessons from past roles are you bringing into this chapter at A&M?

Passion and purpose go hand in hand. I didn’t come from an Ivy League school or a traditional consulting background—I had grit, and A&M gave me a chance.

That opportunity shaped my career and instilled in me a responsibility to open doors for others who don’t fit the typical mold.