HR Business Partner

We're hiring an HR Business Partner to work directly with the managers and teams across our business, acting as a trusted advisor on everything from team structure to performance to day-to-day people issues. You'll be close enough to the business to know what's actually going on in a team, not just what shows up in a status update, and you'll use that vantage point to help managers lead better, resolve problems early, and keep the organization healthy as it grows. You'll report directly to the Chief People Officer

Key Responsibilities:

• Partner with managers on the people side of running their teams: structure, workload, hiring needs, and overall team health.
• Coach and support managers as they grow into their roles, with direct, honest feedback rather than platitudes.
• Help managers navigate performance conversations, ratings, and other difficult calls, and be willing to challenge a decision that doesn't hold up.
• Act as a trusted, informal point of contact for employees who want a perspective outside their own manager.
• Identify high-potential people alongside their managers and help build development paths, mentorship, and coaching, whether internal or external.
• Contribute to how we approach learning and development more broadly, with a healthy respect for learning through real work, not just formal programs.
• Bring an outside eye to team dynamics and process, and flag what isn't working before it becomes a bigger problem.

What We're Looking For:

• Solid experience as an HR Business Partner or in a similar embedded HR role.
• Comfortable operating close to the business, not just close to the HR process.
• A strong communicator who builds trust quickly, at every level, including with people more senior than you.
• Good instincts for when someone needs support and when a harder conversation, or a different decision, is what's actually needed.
• Someone who believes high standards and genuinely caring about people aren't in conflict, and who's a little uneasy with kindness that quietly protects underperformance.
• Comfortable with ambiguity. We don't have a fixed playbook for this role, and we don't want someone who needs one.

What Matters Most:

More than a specific background, we're looking for someone who shares a certain philosophy about people and performance: that most learning happens on the job, not in a classroom; that a good HR partner is closer to a referee than a service desk, carrying both a whistle and a red card; and that avoiding a hard conversation to spare someone's feelings rarely does them, or the team, any favors in the long run. If that's already how you think, the rest of the details process, tools, structure we can work out together.