Her Story
About Jules
Jules Moorhouse serves as an HR Director with 26 years of experience in human resources. She started her HR career at a large company in Portland, Oregon, called New Seasons Market, where she was given the opportunity to build out the human resources department drawing on her prior backgrounds as a paralegal and in childcare. Moorhouse advanced through roles from generalist to director, working across nonprofits, technology, retail, and hospitality sectors. Her work centers on helping leaders navigate growth, organizational change, employee relations, leadership development, and culture, with a strong emphasis on creating spaces where people feel they belong. She holds a bachelor's degree, which she completed in her 50s after earlier studies at an acting conservatory that provided a certification equivalent to an associate's in theater. In addition to her HR career, Moorhouse has directed youth theater, run programs in Portland Public Schools, started a nonprofit, and opened youth camps. Her approach to leadership is guided by the value of trust, which she works to instill from the top down in organizations, and by career advice from a mentor 20 years ago that one has not done the job if unable to say something great about every person worked with that day. This philosophy, rooted in listening, learning, taking risks, and growing out loud, informs her efforts to support women in recognizing their value and voice.
Her Interview
Ten minutes with Jules
01What’s the best career advice you’ve ever received?
Being told that if I don't have something great to say about every person I worked with in that day, I didn't do my job. A mentor told me that about 20 years ago, and I've flown with that my whole life and career. It starts with listening and learning, taking risks, being willing to grow out loud and admit when wrong.
02What advice would you give to young women entering your industry?
Don't rush, listen and learn from people. Hold your seat at the table, value it, but listen to everybody in the room. Bring your energy and loveliness into that table too. Keep that energy and also be humble.
03What are the biggest challenges or opportunities in your field right now?
Biggest challenges are sometimes leadership resistance to change around trauma-informed care. Leaders resistant to any change, struggle with concept of not having employees leave it at the door. I expedite through trainings, one-on-ones, team meetings to help leaders understand, and see a shift in how they lead.
04What values are most important to you in your work and personal life?
My number one value is making sure we have trust in the workplace. Trust has to come from the leaders. In personal life too, having trust especially with adopted children from traumatic childhood. Trust that people can do their jobs their own way, and give ability to sometimes fall on your face because that's where we learn.
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