Sarah Burlew, CEO, Omlie Consulting

In an interview with Invest:, Sarah Burlew, CEO of Omlie Consulting, said “People are built in, not bolted on,” as she explained why the firm’s success is driven by a staunchly people-first philosophy in a world increasingly focused on AI. This approach has led to rapid growth, earning the firm a spot on the Inc. 5000 list, and is supported by pioneering benefits suiting today’s work culture and a focus on empathetic, human-centered business solutions.

What have been some of the biggest shifts or decisions over the past year that have shaped where the firm is today?

Change is the normal state of affairs. Looking back on 2024 for our organization and industry, it has been transformational. We have grown rapidly and are proud that in 2025 we earned a spot on the Inc. 5000 list. Our leadership team celebrated the moment when we discovered our rank was 847, far exceeding our expectations. This validates our momentum and unique approach. The consulting industry faces volatility, especially with AI impacting initial research. However, we see energy around empathy, curiosity, and bold human thinking in business solutions. This has always been our core mission. Clients continue to seek authentic, people-based solutions. AI is powerful for efficiency, but it cannot replace human connection and the need for people to use the solutions we build. We view AI as a human amplifier, not a human replacement. We believe in AI as a tool that enhances human capabilities, creativity, and connection — not as a replacement for the uniquely human qualities that make our work valuable. AI augments our team’s abilities, freeing us to focus on the work that requires empathy, emotional intelligence, and authentic human connection.

We are a people-first consultancy because many of us came from large firms, and I have also been on the other side of the table and was a client. From these experiences, we know that incredible strategies struggle and fail not because they are poorly conceived, but because people were not included in the journey to be a highly trusting and effective team to realize that vision. We say people are built in, not bolted on because strategy works best when teams do. While everyone discusses AI, we focus on people as the missing piece for business success. We believe business is personal, which is why our consulting is too. Every organization has its own story. We take the time to understand the culture, goals, and challenges, then tailor our approach to complement. These beliefs don’t just shape what we do, they shape how it feels to work with us. Because when you believe people come first and business is personal, it changes the experience entirely.

How does Omlie Consulting’s company culture allow you to keep that human touch whether you are working in-person or remotely? 

We think about that all the time. Even though we have this incredible home office, we are remote-first. We launch at least one new ‘pioneering benefit’ every year. This year we launched something called Crew Connect, which speaks to exactly what you are talking about. It is a policy where our team gets $100 a month, or they can roll it over to $300 a quarter, to spend on anything they want as long as they are doing it with another person they work with.

Furthermore, our office includes a private space for nursing mothers. While not legally required at our size, we provide it because it addresses a team need. We constantly consider different daily needs of our team and intentionally make space for them.

How do the accolades you receive support your firm’s credibility, client acquisition, or recruitment efforts? 

Awards are exciting, but their deeper value is internal validation. Our team took a risk leaving impressive careers at global firms to build something we are passionate about. Most business models are outdated, crafted for factory-line efficiency over 175 years ago. At Omlie, we believe that today’s knowledge-driven workplaces thrive not just on efficiency, but on creativity, connection, and purpose. It’s time to evolve our approach and build organizations where people and positive impact are at the center. We constantly challenge the status quo. Many workplace decisions prioritize the bottom line over the impact on people. For us, that has never been paramount. The awards are exciting, but they mostly validate our team’s hard work, confirming we are building resonant momentum for our team and clients. Externally, recognition from Ernst & Young, the Philadelphia Business Journal, and Inc. magazine helps those unfamiliar with us understand our impact, which supports our credibility. Ultimately, it validates our daily effort to work with empathy, curiosity, and mutual support.

How do you quantify the success of your “people-first” philosophy in the day-to-day employee experience?

Small impacts matter. I reflect on a phrase the New Jersey Senator Cory Booker quoted from P. J. O’Rourke who said, “Everybody wants to change the world, but nobody wants to help do the dishes.” The story is about how in your lifetime the chance of being able to run into a burning building and save a baby is so unlikely, but for you to help people that are closest to you improve their day-to-day is actually really achievable. For instance, a team member at her 100-day mark shared that her husband noted she was less stressed and her son said, “I get to see you for dinner every day now.” We both got emotional when she shared that with me because that personal change is our mission realized. It is impact at the human level. Another example is how we have our calendars visible, and it is really common for anybody on the team, mothers and fathers, to have a block like “bus pickup 3 to 4.” You just know you are not going to meet with them from 3 to 4, and that is acceptable, and it should be. It is frankly surprising that it was not like this before.

What are you seeing across the healthcare and wellness sectors that is pushing clients to rethink how they operate?

Healthcare is inherently dynamic. In the United States, the system struggles because its parts were not designed with the patient as the end-user. We guide clients to break from tradition and consider the patient holistically, beyond a diagnosis. We help educate both providers and patients. Furthermore, the internal culture we help build for our clients is critical; when their teams thrive, they have the mental capacity to better care for the end-patient. We are shifting how healthcare views its customers. We also focus on wellness and plant-based medicines as complements to pharmaceuticals, understanding that these aspects of our lives interact. Healthcare must expand to include conversations about physical, mental, and emotional health alongside traditional medicine.

Where do you see critical gaps in the current healthcare system, particularly for underserved patient populations?

Healthcare for women needs a lot of attention even now. There is actually so little healthcare research dedicated to women it is shocking. For instance, gynecologists, who specialize in women’s health throughout their entire medical career through schooling and residency, report that only about 31% of OB/GYN residency program directors report having any formal menopause training, and most offer just a handful of lectures per year. Yet, menopause is something that every single woman will go through in her lifetime. The doctors specializing in that kind of health do not spend time there. There is a big passion on our team to be invested in women’s health and how we can move the needle, not just in the outcomes once you have a product, but at the research phase to make sure that we are getting the right airtime and research dollars invested in our health.

What has surprised you most about how empathy and curiosity show up in business outcomes?

The key surprise is that identifying clients who value these traits is as important as the traits themselves. When defining our mission, we wondered if leaders would dismiss empathy in favor of the bottom line. We decided such a reaction meant they were not our ideal partner. We lead with heart and hustle, because, for us, business is personal, and we genuinely care about our clients as people. Our success comes from finding advocates and clients, many of whom are now friends, who deeply appreciate the need for compassion in business. Many companies remain in the “efficiency quadrant,” but for us, desired outcomes are only possible with partners who value empathy and curiosity in both the process and the result. This isn’t something you can add to the end of a project either. At Omlie, this starts with our hiring process so that everything we build and deliver is through the lens of being a people-first consulting company. 

What makes Philadelphia a great place to do business?

Philadelphia is a great place not just for business, but the community of people and fans is so strong here. I am really optimistic about the dynamic in Philadelphia for healthcare, life sciences, technology, and consulting growth. There is a true demand in this area for innovation and outcomes-based strategies. Historically, consulting and some of the big name firms are associated with theories and ideas that may look good in a boardroom but are not necessarily outcomes that can be built into the real life of our clients and their customers. Our strategies look good on paper and in action. For us to be in Philadelphia in an environment that fosters that kind of values-driven outcome has really helped us succeed. 

Philadelphia is a very small business community. I have learned over the years that everyone is so eager to support each other. Our team talks all the time about how a rising tide raises all boats, and we should be helping each other on this journey. Many people lead through the lens of fear and scarcity. I prefer to lead through purpose and joy. Fundamentally, I do not believe that business is war or there is not enough for all of us to succeed which is an extension of the fear and scarcity mindset. I am finding the Philadelphia business community is aligned to that as well. It is a really welcoming, validating community to be a part of as a first-time founder.