Introducing Bree Johnson – Our New Head of Talent and Human Resources
As Clean Air Industries continues to grow, Bree Johnson steps in as our new Head of Talent and Human Resources – read on to learn about her background, her approach to building strong teams, and her priorities.
Q: Welcome, Bree! Can you tell us a bit about your background and what led you to a career in HR?
A: I’ve always enjoyed connecting people with opportunities, so starting my career in staffing and executive recruiting felt like a natural fit. I spent several years recruiting across multiple industries and functions, working closely with both candidates and hiring managers. That experience helped me understand the hiring process from every angle.
I eventually transitioned into an internal leadership role as the first Head of Talent for a growing industrial and construction company, where I had the chance to build recruiting and HR programs from scratch. I loved creating processes, solving problems, and partnering with leaders to help the company grow.
Following an acquisition, I joined Clean Air Industries, where I get to combine everything I’ve learned in recruiting, HR, and organizational development to help build strong teams and play a role in the company’s continued success.
Q: What attracted you to this role and to our company specifically?
A: What attracted me most to this opportunity was the chance to build something meaningful. Throughout my career, I’ve enjoyed joining growing organizations where I can create recruiting strategies, improve HR processes, and help lay the foundation for long-term success.
Just as importantly, from my first conversations with the leadership team, it was clear that Clean Air Industries values its people and sees HR as a true strategic partner to the business. That really resonated with me. I was excited by the opportunity to work alongside leaders across the organization, helping attract great talent, strengthen our teams, and support the company’s continued growth.
Q: How would you describe your leadership and management style?
I would describe my leadership style as collaborative, approachable, and results-oriented. I believe the best outcomes come from building strong relationships, listening to different perspectives, and creating an environment where people feel supported, empowered, and accountable.
I’m also a firm believer that strong processes create better experiences—for both employees and the business. Whether it’s recruiting, onboarding, or broader HR initiatives, I enjoy finding ways to improve efficiency while keeping people at the center of every decision.
I believe HR is most effective when it’s aligned with the goals of the business. My role is to build strong teams, develop scalable processes, and equip leaders with the tools and support they need to help both their people and the organization succeed.
Q: What do you see as the biggest priorities for Talent and HR here in your first six months?
A: My biggest priority in the first six months is to build a strong internal talent acquisition function that effectively supports all of our business units. To do that, I believe it’s important to first learn the business—understanding our operations, our people, and what makes each team successful.
From there, I want to build strong relationships across the organization, identify opportunities to strengthen our workforce and organizational structure, and partner with leaders to address both immediate hiring needs and long-term talent strategies.
On the HR side, I’m excited to collaborate with our HR managers to continue refining processes and policies, while equipping our managers with the tools, resources, and guidance they need to lead effectively and foster a positive, high-performing culture.
Q: Company culture means different things to different people – how do you define it, and what does a healthy one look like to you?
A: To me, culture is the experience employees have every day. While a company’s values help define what it stands for, culture is how those values are lived out through everyday actions. It’s reflected in how people treat one another, how leaders communicate, how decisions are made, and whether employees feel valued and supported.
A healthy culture is one where expectations are clear, communication is open, and people are held accountable while also being given the tools and support they need to succeed. It’s an environment where employees understand how their work contributes to the company’s goals, feel comfortable sharing ideas, and have opportunities to learn and grow.
I believe the strongest cultures are built when a company’s values aren’t just words on a wall—they’re demonstrated consistently through leadership, teamwork, and the everyday experiences of its people.
Q: What’s one thing you wish more employees understood about the HR and Talent Acquisition?
A: I think there’s a common misconception that HR only gets involved when something goes wrong. In reality, some of our most important work happens behind the scenes—finding great talent, developing leaders, improving processes, supporting employee growth, and creating a workplace where people can do their best work.
Our goal isn’t just to solve problems; it’s to help prevent them while supporting both our employees and the business.
Q: The world of work has changed a lot in recent years (remote/hybrid work, AI, etc.) – how do you see HR and Recruitment adapting?
A: The workplace is evolving quickly, and I think HR and Talent Acquisition have to evolve with it. AI and other technologies are already changing the way we recruit, communicate, and make decisions. I see AI as a tool to enhance human decision-making—not replace it. It allows us to spend less time on administrative tasks and more time building relationships, developing leaders, and creating a better employee experience.
At the same time, the fundamentals haven’t changed. Organizations will always need great people, strong leaders, and healthy cultures. As HR professionals, our role is to embrace innovation while never losing sight of the human element.
I believe the most successful HR and Talent teams will be those that leverage technology to become more strategic, while continuing to focus on attracting exceptional talent, supporting employees, and partnering with the business to achieve its goals.
Q: What’s a workplace value or principle you refuse to compromise on?
A: Integrity is one value I’ll never compromise on. Whether it’s how we treat employees, communicate with candidates, or make business decisions, I believe honesty, fairness, and consistency are essential to building trust.
In HR, we’re often entrusted with sensitive conversations and important decisions. That responsibility requires us to be transparent, follow through on our commitments, and treat people with respect—even when the conversations are difficult.
I believe organizations are strongest when people know what to expect from their leaders and from one another. That kind of trust is built through integrity and reinforced by our actions every day.
Q: Outside of the “official” HR playbook, what’s a piece of career advice that’s stuck with you?
A: “Practice isn’t the thing you do once you’re good. It’s the thing you do that makes you good.” – Malcolm Gladwell (one of my favorite authors)
“Argue like you’re right and listen like you’re wrong.” – Adam Grant (one of my favorite podcasters)
“Purpose opens doors, gives you courage, helps you attract top talent, and makes work feel more like a ‘calling’.” – Sara Blakely (a Female Founder I admire)
Q: What can employees expect to see change – or improve – under your leadership?
A: One of the biggest changes employees can expect is the development of a strong internal Talent Acquisition function. Bringing recruiting in-house allows us to build stronger relationships with our hiring managers, better represent our culture, and create a more personalized experience for candidates. I believe there’s real value in having someone who is invested in the company and passionate about finding people who are not only qualified, but also a great fit for our teams.
Beyond recruiting, employees can also expect a continued focus on process improvement and greater alignment across our divisions. My goal is to help create consistent, scalable HR practices that support our leaders, improve the employee experience, and position the organization for continued success.
Q: What do you like to do outside of work? Any specific interests or hobbies?
A: I am a big reader, I typically read 65 – 80 books a year. Going to the gym and lifting weights is my favorite “me time”. I love hiking and completed the Make-A-Wish Trailblaze Challenge (while pregnant!). I love cooking, and cook for my family at least 5 nights a week. But above all, I am a mom and wife. I have two little girls I adore – June 4 and Ellie 2. I also have two massive fur dog children George and Howie. I have been with my husband for 7+ years and he is my best friend. We love to travel, try new restaurants, and see live music.
Q: Any final thoughts or a message you’d like to share with the team as you settle in?
A: One thing I’d like everyone to know is that my door is always open. I don’t pretend to have all the answers, and I won’t always be able to solve every challenge, but I will always listen, be honest, and do everything I can to help.
I also believe some of the best ideas come from the people doing the work every day. If you see an opportunity to improve a process, have feedback, or simply want to share an idea, I’d love to hear it. My goal is to be a trusted resource and partner as we continue building an even stronger organization together.
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