Executive Interview: Amy Thompson, Chief People Officer, Gap Inc.
Image credit: Amy Thompson
Philipp: Amy, good to see you again, and thank you for taking the time today. On a personal level, what is your relationship with Purpose? How do you find and define Purpose in your own work and leadership?
Amy: Purpose has been a constant throughout my career, shaping both where I choose to lead and how I show up as a leader. I’m drawn to world-class companies and iconic brands with a clear sense of purpose – where values are not just articulated but truly lived and aligned with my own.
I see purpose as a company’s distinctive reason for being – the “why” behind everything we do. It’s a touchstone I return to often, guiding decisions, priorities, and where I invest my energy.
For me, purpose comes to life through enabling others – fostering collaboration, removing barriers, and creating the conditions for people to do their best work. At its core, it’s about building environments where individuals and teams can thrive, leaving an organization stronger and better positioned for the future.
Philipp: You were coming off a very successful chapter at Mattel. What drew you to GAP INC. and why did this moment feel like the right one to make the shift?
Amy: I’m incredibly proud of the impact we had at Mattel, particularly in shaping culture and talent, and earning many consecutive years of recognition as a best place to work by Forbes, Fast Company, and others.
Gap Inc. represented a new industry, but with meaningful parallels – a global company with a portfolio of iconic brands that shape culture and are rooted in purpose.
From the beginning, Gap’s namesake brand stood for more than clothing – it helped bridge the generation gap with jeans for all and a store that welcomed everyone. That combination of purpose and profit strongly resonated with me.
While it was a difficult decision to leave Mattel, it was an easy one to join Gap Inc. at such a pivotal moment and help lead its transformation for the future.
Philipp: Can you take us back to the moment GAP INC. realized it needed to redefine its Purpose? What was happening in the business and in the world that made this feel necessary?
Amy: When Richard Dickson became CEO, there was a clear mandate to transform the company and lead in a new era. Purpose was an early priority because it answers the most fundamental question – why we exist.
Today, purpose is not optional – it’s expected. Employees, customers, and investors all want to understand what companies stand for and to align with organizations that reflect their values.
Gap Inc. has always been purpose-driven: we were the first Fortune 500 company to announce equal pay for equal work – bridging the equity gap. Old Navy is one of the largest employers of entry-level talent in the US – bridging the opportunity gap. Across our brands we strive to reflect the diversity of the customers we serve – bridging the inclusion gap. Through our water stewardship and sanitation initiatives, we bridge the climate gap. But we hadn’t fully amplified that impact.
This was an opportunity to define and activate a clear, unifying purpose – bridging gaps to create a better world – grounded in where our strengths meet what the world needs.
Philipp: Where have you most clearly seen Purpose translate into growth across Gap Inc.'s business, brands, and people?
Amy: Purpose has become a guiding force for how we operate and grow. It sits at the center of our strategy – shaping how we set out to fix the fundamentals, build momentum, and, ultimately, accelerate growth.
We see it in our brands through more inclusive products and experiences that better reflect our customers. We see it in how we invest in our people – from enhancing benefits and introducing weekly pay, to offering more competitive wages for our retail associates and building intentional pathways for early career talent.
Just as importantly, purpose has become a unifying force. It has brought greater alignment across the organization, strengthened collaboration, and created a more connected, energized company – one that is building real momentum and positioning itself for sustained growth.
Philipp: What new insights did Gap Inc.'s Purpose journey reveal to you about leadership and culture in particular?
Amy: This journey reinforced that aligned leadership around a shared purpose is a powerful catalyst for transformation.
Purpose helped unify a previously fragmented organization – creating clarity in strategy, priorities, and how we operate. It also enabled us to simplify and standardize key aspects of the employee experience, unlocking greater efficiency, consistency, and opportunity for our people.
The impact on culture has been significant, with record levels of engagement in our stores. Our teams are more connected, our organization is more aligned, and there’s a renewed sense of energy across the business.
Culture is ultimately a reflection of leadership – and when both are grounded in purpose, they become powerful drivers of performance and growth.
Philipp: If a senior leader from another company asked what’s really needed to make Purposeful Growth work, what would you tell them?
Amy: Purpose and profit are a powerful pairing – and together, they can create a meaningful and lasting impact.
But purpose only works when it is authentic and deeply embedded across the organization. It requires strong leadership commitment, the courage to have honest dialogue, and the discipline to integrate purpose into every aspect of how you operate.
It’s not enough to define purpose – you have to live it. When it becomes the lens for decision-making and execution, it takes hold in the culture, inspires people at every level, and ultimately drives sustained performance.
If anything sparks your interest in this or the following articles, please do email philipp@purposefulgrowth.co