Meet Alice: Phyron’s new Head of People building the HR strategy behind what comes next

Alice Turner is Phyron’s new Head of People, joining the team from just outside Cambridge in the UK.

With experience across fast paced tech and creative environments, Alice has spent years shaping culture, supporting teams, and helping companies scale without losing what makes them great places to work.

To get to know her a little better, we sat down with Alice to talk through her journey in HR, what drew her to Phyron, and how she approaches people strategy.

What’s your career backstory?

Alice didn’t follow a straight path into HR, and that range is something she values. Early on, she worked across very different environments, which helped her develop a grounded, adaptable approach.

“In my early HR days, it was a real mix. From a golf manufacturer, to Tesco head office, through to the council.”

That variety eventually led her into the games industry, where she found a culture that matched her pace and curiosity.

“I kind of fell into the games industry about ten years ago at Jagex in Cambridge.”

After four years there, Alice moved to Bossa Games, where she spent six years and really found her stride. It was there that she got hands-on experience shaping culture, values, and people practices in a growing tech business.

“I like being in that creative, fast paced tech environment.”

What made you want to join Phyron?

Alice was looking for a company that felt energised, human, and purposeful. Somewhere small enough to know everyone, but ambitious enough to be building something meaningful.

“I really wanted something that had that same feel. Fast paced, people passionate about what they do. Small, so you can get to know the whole team.”

The product itself mattered just as much as the culture behind it.

“It’s really important for me that a team can feel excited about the product they’re working on.”

That mix of momentum and authenticity is what ultimately made Phyron stand out.

What were your first impressions of Phyron’s culture?

One thing that stood out immediately was the pace. In a hiring market where recruitment processes can stretch on for months, Phyron moved quickly and decisively.

“I applied, had three interviews, and I think I’d been offered the role in just over a week.”

For Alice, that speed wasn’t just refreshing. It was a signal that the company knows what it wants.

“If they want something, they’ll go for it and move quickly.”

Just as important was how people showed up along the way.

“I don’t want to work somewhere that’s super hierarchical and overly serious.”

Since joining, that first impression has held up.

“Everyone I’ve spoken to so far has been really welcoming, passionate about the product, and excited about what’s being built.”

What does the Head of People role look like day to day?

At Phyron’s current size, Alice describes the role as deliberately broad. And that’s exactly what appealed to her.

“That’s what’s quite nice about being in a smaller company. It’s a real blend.”

Some days are about big picture thinking, working closely with leadership to understand where the business is headed.

“You’re working on the people strategy, understanding where the business wants to get to, and building something that helps drive that forward.”

Other days are much more hands-on, grounded in the everyday experience of the team.

“There’s a real mix of practical things too. Looking at benefits, chatting to people, getting to know everyone, and understanding engagement.”

That balance keeps the role close to the reality of how people actually work.

What are you most excited to dive into first?

Alice is realistic about the early days. Rather than rushing to make changes, she’s focused on listening first.

“I want to spend my first month to six weeks getting to know everyone and really understanding the business.”

From there, her thinking naturally shifts to the longer term.

“If I think about the end of 2026, where we want to be, how can we have a people strategy that supports that?”

It’s about building something that lasts, not just reacting to the moment.

Can you share an example of a company that gets people and culture right?

When asked about strong people-first cultures, Alice draws from experience rather than theory.

At a previous role, she saw how powerful shared values can be when they’re genuinely understood and lived day to day.

“When we worked on our values, everyone was aligned. The same themes came up across the whole company.”

That alignment created trust, clarity, and a sense of shared ownership.

“We had a real culture of trust and open communication.”

It’s the kind of environment Alice wants to help nurture as Phyron grows.

How do you define success in your role?

For Alice, success isn’t about being reactive or operating on the edges of the business.

“A big part of HR being successful is not just being seen as HR.”

Instead, it’s about trust, context, and being embedded in the day to day of the company.

“People know you, people trust you, and you really understand the business and the product.”

She’s also clear that there’s no one-size-fits-all approach.

“You can’t copy and paste a people strategy from another company and expect it to work.”

What keeps you busy outside of work?

Outside of work, Alice’s time is split between family life and the things that help her recharge.

“My two kids take up a lot of my time, having lots of adventures with them and trying to have as much fun as possible!”

Music plays a big role too, whether that’s heading to live gigs or just carving out time with friends.

“Going to live music and spending time with friends is what really tops my energy up. Both at work and as a mum.”