About Peter Cyran
People Systems Architect at the intersection of hiring, performance, and leadership.
Peter Cyran is a People Systems Architect with over a decade of experience across enterprise SaaS, go-to-market leadership, and people systems design. His work focuses on how hiring, engagement, performance, and leadership systems interact—and how misalignment quietly undermines outcomes. Shaped by hands-on experience with hiring infrastructure, performance feedback, and people analytics, Peter brings a systems-level perspective grounded in how these decisions are actually experienced by leaders and employees across the lifecycle.
Designing People Systems That Work
Peter Cyran designs people systems where hiring, performance, and culture reinforce one another rather than compete. His work centers on clarity—clear signals, expectations, and feedback—so individuals and teams can perform without unnecessary friction. Rather than relying on heroic effort or constant intervention, Peter focuses on building systems that make the right behaviors easier. By applying predictive signals responsibly across hiring and development, he helps organizations reduce bias, improve decision quality, and scale their people systems without losing integrity or humanity.
Talent, Leadership, and Engagement
Peter’s background spans mid-market and enterprise SaaS, working closely with HR, Sales, Product, and Customer teams inside fast-growing organizations. Across hundreds of customer conversations and close-won partnerships, he has worked alongside leaders navigating hiring, engagement, and performance challenges at scale. He is known for translating complex, often messy business problems into practical people systems leaders can actually use. His approach combines behavioral science, structured feedback, and thoughtful use of data to strengthen leadership effectiveness, engagement, and long-term performance—without adding unnecessary tools or process overhead.
Peter Cyran’s Story
Peter did not set out to redesign people systems. He spent his career inside fast-growing organizations watching the same pattern repeat: smart teams, strong talent, and well-funded initiatives that still failed to produce durable results. Hiring promised one thing. Performance systems reinforced another. Leadership behavior modeled something else entirely. Individually, each system made sense. Together, they quietly worked against one another. Across roles in mid-market and enterprise SaaS—including Culture Amp, Yelp, SurePayroll, DocuSign, and AssessFirst—Peter saw how often organizations mistook activity for progress. More programs were launched. More data was collected. But decisions became harder, expectations less clear, and accountability increasingly uneven. What became clear was this: performance problems were rarely talent problems. They were systems problems. When incentives, feedback, and decision rights aren’t aligned, even the best people are forced to guess what actually matters. Peter’s work now focuses on designing people systems that remove that guesswork. Systems that make expectations explicit, decisions defensible, and performance repeatable—so results are driven by design, not constant escalation or individual heroics.