Cristina Iaboni didn’t start her career in a C-suite. She started in a bank branch.
“I began as a management trainee at People’s Bank,” Cristina says. “Back then, I didn’t know how much that role would shape my understanding of people and operations.”
That early job in Bridgeport, Connecticut laid the foundation for a career that would eventually span healthcare, technology, manufacturing, retail, and construction. All at the executive level. Today, she’s the Interim CEO of AHIMA (American Health Information Management Association), where she’s leading a turnaround effort for one of healthcare’s largest professional associations.
Early Moves in HR and Operations
After several years in frontline banking and project management, Cristina transitioned into human resources at People’s Bank. She found herself drawn to solving problems that went beyond balance sheets.
“I realized that most business challenges had people at the core,” she explains. “Culture, leadership, structure, it all comes back to people.”
She brought that insight to Philips Medical Systems, where she led HR operations during a time of major change. The company was shifting from a traditional manufacturing setup to a professional services model. Cristina helped drive the transformation, managing downsizing, reorganizations, and cultural shifts.
“We closed 20 regional offices in one move,” she recalls. “It was intense. But I learned how to manage change at scale.”
Rising to the Executive Level
Cristina joined Sherwood International and then EMCOR Group, a Fortune 500 company in specialty construction and facilities services. At EMCOR, she spent over a decade and rose to Chief Human Resources Officer.
Her role covered over 100 subsidiaries and 30,000 employees across the U.S. and UK. She created systems to integrate more than 40 acquisitions and built a unified global HR strategy.
“Acquisitions aren’t just legal or financial processes,” she says. “They’re human transitions. If you don’t bring people along, you lose value.”
She implemented performance management systems, executive development programs, and mobility frameworks. One of her major wins: cutting legal employment costs by over 50% through clearer policies and better training.
A Turn Toward Entrepreneurship
In 2013, Cristina took a risk. She launched her own firm, DUX Strategy Consulting, to help mid-sized businesses tackle growth, M&A, and restructuring.
“I wanted to help companies solve messy problems,” she says. “Strategy is easy to talk about. Execution is where things fall apart.”
She worked with construction firms, insurance providers, and service companies. In many cases, she served as an interim executive, guiding leadership transitions and operational overhauls.
And then she went a step further.
Building from the Ground Up
In 2017, Cristina founded Mavrrik Metals, a specialty metal fabrication company in Phoenix, Arizona. She managed everything, sales, estimating, supplier relations, and operations.
“It was my test case,” she says. “Could I build something from scratch and make it profitable?”
She did. Mavrrik grew to $7 million in revenue, working with many of the top general contractors in the region.
That time gave her a new respect for the trades.
“People think leadership is about planning. But when you’re dealing with welders, clients, and steel deliveries, it’s about being present, decisive, and clear,” she says.
Consistent Themes Across Industries
Cristina’s experience spans some of the most people-intensive sectors, retail, healthcare, construction, and finance. But her approach hasn’t changed.
“I’ve always focused on alignment,” she says. “Are we clear on goals? Do people know what success looks like? Are leaders supporting or blocking progress?”
She’s known for bridging the gap between strategy and execution, and between the executive level and the front line.
“It’s easy to lose sight of the worker when you’re in a boardroom,” she says. “I try to keep both in view.”
Education and Skills
Cristina holds a bachelor’s in political science and economics from Trinity College. She also completed a global HR certificate at Duke University and previously held SPHR and GPHR certifications.
She speaks English, Italian, and Spanish, and has worked in cities across Connecticut, Massachusetts, and Arizona.
Cristina doesn’t use buzzwords or talk about “disrupting” anything. She talks about trust, accountability, and practical leadership.
“Big ideas are great,” she says. “But without structure and follow-through, they don’t mean much.”
After more than 30 years in operations and HR, Cristina Iaboni has led at nearly every level, and in nearly every type of workplace. Her story isn’t flashy. It’s the story of someone who listens, learns, and leads by doing.
Key Takeaways
- Cristina began in banking and transitioned into HR leadership across multiple industries.
- She led major transformations and M&A integrations at EMCOR and other large firms.
- She’s also an entrepreneur who built a successful metal fabrication business from scratch.
- Her approach is grounded, people-first, and focused on execution over theory.
Interview with Cristina Iaboni
You’ve worked in so many industries, banking, healthcare, construction, retail, even metals. What connects them all for you?
It’s always been about people. No matter the industry, the challenges come down to how people work, communicate, and adapt. I’ve learned that process problems are often people problems in disguise. So whether I was in a Fortune 500 company or running a fabrication business, I focused on structure, clarity, and trust.
What was the hardest transition in your career?
Probably the move from corporate leadership to entrepreneurship. Founding Mavrrik Metals pushed me out of my comfort zone. I wasn’t just managing a team, I was responsible for the entire business. I had to learn to negotiate contracts, manage materials, and deliver work in a very hands-on environment. It was rewarding, but every decision had real, immediate consequences. That’s humbling.
What do you look for when building or restructuring a team?
Balance. You need a mix of doers and thinkers, people who challenge each other in the right ways. I also look for curiosity. In fast-changing environments, the ability to ask good questions is more valuable than having all the answers.
How do you approach change management?
With transparency and context. People don’t resist change, they resist being left out of it. If you explain the “why” behind a decision and invite people into the process, they’ll often surprise you with how much they support it.
Any leadership advice you wish you had earlier?
Don’t wait to be 100% ready. Take the job, raise your hand, say yes. You’ll figure it out, and grow faster than you think.
What’s a lesson you keep coming back to?
Execution beats theory. Great ideas matter, but how you implement them, and how you treat people along the way, is what determines real success.
