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Tiffany Stevenson joins Patreon as Chief People Officer

We’re thrilled to announce that Tiffany Stevenson is joining our team as Patreon’s Chief People Officer overseeing our global HR practice. Over the last 15+ years, Tiffany has led talent management, D&I, learning, and community at Sephora and Box. Her drive for finding what it takes to mobilize talent to come together and achieve a company strategy is what ultimately kick-started her career and it’s what has kept her motivated to this day. As our team continues to grow worldwide, we couldn’t be happier to have Tiffany on board to lead the way.

In her previous roles, Tiffany worked on expanding global teams while focusing on talent development, engagement, and culture. Her mission has always been to create healthy, thriving communities and now she’s bringing that energy to Patreon. “I am excited to take my experience thinking about community more holistically to see what we can build to help scale our mission in new ways,” she says.

Tiffany is invested in, and committed to, building better workplaces, and helping others do the same. She even launched a D&I tech community for Chief Diversity Officers to open up the conversation and support leaders in similar positions. Tiffany was also recently appointed Chair of the Advisory Board at Hitch (a talent mobility platform) and previously served on the National Advisory Council for Innovation and Entrepreneurship for the U.S. Department of Commerce, leading a Workforce Development task force.

Tiffany Stevenson

We’re incredibly lucky to have Tiffany join our team and we wanted everyone to get to know her a little bit better.

Tell us about some of your previous achievements throughout your career.

I’m very proud to have led the talent organization at Sephora during a time of unprecedented growth and scale. In my final year, I had the pleasure of designing and launching the D&I practice and platform: SephoraIN.

At Box, my team and I designed all of the talent practice work from scratch while codifying and scaling culture by leveraging Box’s core mission and values. This included everything from designing core behaviors to scaling our global learning and development programming and so much more. As a result of these efforts, we were named a Fortune 100 Best Companies to Work For (two years in a row) and received several distinctions by Great Place to Work.

Why did you choose to join the Patreon team?

The mission deeply resonates for me as a human. With an equity mindset, I firmly believe that talent is not based on zip code. Having the opportunity to support the rise of the creator economy will make well-earned space for a wider and more diverse range of creators who can focus on their craft vs. wondering if they’ll have the resourcing to continue. I think about the many creatives in my life who had to make tough trade-offs to bring their art to the world. I am doing this for them and for those coming behind them!

The team and culture at Patreon are also equally inspiring. Having an opportunity to serve alongside smart, kind, mission-driven colleagues only fuels my desire to go big and drive far with this team. When I reflect on some of Patreon’s values, it makes me super appreciative to join a community with values aligned with my own.

What are some of the core principles and values you consider essential for building and maintaining a great team?

  1. Culture is a VERB and not a noun — meaning it’s a daily practice that we each have the power to impact. This mindset is core to the behaviors that deepen engagement, development, and belonging to do our best work.
  2. This one comes from my dental hygienist who reminded me that I should “floss the teeth that I want to keep.” I fully intend and need to keep all of my teeth, for the record, but this made me think about the good habits and practices that we must be consistent about in order to develop and scale our teams. The development conversations, providing feedback, developing our management muscle — these efforts and investments combined help to support healthy, high-performing teams.
  3. Think with wholes and not parts. Last year reminded us that many of us don’t have the luxury to check parts of who we are at the door when coming to work. Whether it was setting up tablets for our children so they can attend class, reeling from a social injustice that hit too close to home, or just feeling overwhelmed by life, our humanness comes with us to work every day. The more that we can make space for ourselves and our colleagues and lead with curiosity, empathy, and action, the more we can make room for deeper inclusion, collaboration, and achievement.