About the position
What we seek:
- Someone with strong experience within a Tech environment, both from a people partnering & recruitment perspective, they need to be able to speak and think tech in everything that they do
- Someone who is very tech savvy, is comfortable using AI agents to recruit, innovate and optimize
- Someone who comes from a start-up environment
- This role role works very closely with demanding stakeholders
The successful candidate will have these traits:
- Responsiveness
- Uses initiative and just “runs with it"
- Very visible
- “Always On”
- Fast paced
- Curious
Role summary
COMPANY is looking for a tech-savvy People Business Partner (PBP) for the EngineeringandProductteams. This role translates the People needs of individual contributors, team leads, and people managers into practical, high-impact solutions that improve team performance, manager effectiveness, and employee experience.
You will be a key partner to the CTO and the President, supporting them to lead high-performing teams through growth, change, and complexity. You will embody COMPANY?s ways of working, values, and culture, and you will build scalable People solutions by digitising everything that should not require direct human intervention. Your time should be reserved for the work that benefits most from a human partner: coaching, mentoring, facilitation, sound judgment, and prompting excellent system design.
You will partner closely with People Team (and where needed, external experts) to deliver joined-up outcomes. This is a hands-on role for someone who is passionate about talent acquisition and talent management, and who is comfortable rolling up their sleeves to handle operational work when required. You are accountable for the end-to-end employee journey for the teams you support, and you lead the intersection between the People Team and the high-performing teams you partner with, across both local and global team members (including independent contractors).
What you will do
1) Strategicbusinesspartnering(Engineering+Product)
- Partner closely with the CTO, President, and functional leaders to diagnose organisational needs and translate them into People plans that drive high performance and engagement.
- Build strong context across Engineering and Product to proactively anticipate challenges related to structure, growth, capability, and leadership.
- Provide clear, practical guidance to leaders navigating ambiguity, change, or sensitive people decisions.
2) Talentacquisition+talentmanagement
- Partner with hiring managers to plan and execute hiring across Engineering and Product, including role definition, interview design, decision quality, and candidate experience.
- Strengthen talent management across your teams, including capability building, succession thinking, retention risks, internal mobility, and development planning.
3) Managerandteameffectiveness(coaching+facilitation)
- Coach team leads and people managers to build high-performing teams, including feedback quality, role clarity, decision-making, and psychological safety
- Facilitate manager and team lead enablement sessions (workshops, training cohorts, working sessions) that improve leadership capability and consistency across Engineering and Product.
- Create enablement assets that scale (guides, templates, playbooks, short modules, AI-assisted nudges), so training does not rely on live delivery every time
4) Performance and progression
- Drive effective high performance practices within Engineering and Product, supporting calibration, outcomes, and high-quality feedback.
- Partner with leaders to define expectations and standards that are fair, consistent, and aligned to COMPANY?s culture and ways of working.
- Enable strong career conversations by helping leaders interpret competency frameworks and apply them in practice.
5) Employee experience and lifecycle ownership (end-to-end)
- Own the end-to-end employee journey for the Engineering and Product teams you support, ensuring an excellent employee and manager experience across key moments that matter.
- Partner with People Team and other internal/external stakeholders to ensure processes are implemented well, with strong follow-through and clear ownership
- Identify friction points and redesign processes to be simpler, clearer, and easier to self-serve.
6) Partner with People and external SMEs (joined-up delivery)
- Bring together the right People Team and external subject matter experts or providers when needed, ensuring consistent, high-quality outcomes.
- Translate specialist input into practical plans leaders can run with, and ensure changes land in day-to-day team practices.
7) Operational ownership (hands-on execution)
- Roll up your sleeves to execute key operational People activities for your functions when needed, ensuring fast turnaround, high accuracy, and a high-trust employee experience.
- Maintain strong operational hygiene: clear documentation, good decision records, and predictable turnaround times.
8) “Digitiseeverything”Peoplesolutions(AI+automation)
- Build self-serve systems for common People workflows, information, and decision support, reducing dependency on manual People intervention.
- Use AI and technology responsibly to improve speed and quality across drafting, analysis, knowledge management, workflow design, intake, and triage
- Maintain high standards for privacy, confidentiality, and sound judgment when using AI in People contexts.
9) Culture and ways of working
- Model COMPANY?s values and expectations in how you partner, communicate, and make decisions.
- Help leaders reinforce culture through clear practices and consistent standards, not only messaging.
- Contribute to continuous improvement by sharing learnings across the People team and building reusable playbooks.
10) Globalworkforcesupport(employees+independentcontractors)
- Partner with People Ops and relevant internal/external experts to support the end-to-end journey for global employees and independent contractors, including onboarding, changes, performance practices, and exits.
- Help leaders navigate cross-border complexity with clear guidance and high-quality execution, including differences in local practices, contracts, and ways of working.
- Ensure the experience is consistent and aligned to COMPANY culture while respecting local requirements and operational realities.
- Maintain high standards of documentation, confidentiality, and data quality across global workforce processes.
Scope of ownership
- End-to-endemployeejourneyfor Engineering and Product (in partnership with People Ops and People SMEs).
- Primary People Team interface for the high-performing teams you support, ensuring clarity on what People owns, what leaders own, and what employees can self-serve.
- Accountabilityforoutcomes, not only advice: you ensure People initiatives land and are adopted.
What success looks like (first 6–12 months)
- Engineering and Product leaders describe you as a trusted, high-judgment partner who helps them move faster with fewer recurring people issues.
- Manager capability improves measurably (stronger 1:1s, clearer expectations, better feedback, stronger hiring decisions).
- Performance practices run smoothly and consistently (including calibration and post-calibration quality).
- Self-serve and digitised People solutions reduce operational load while improving employee experience.
- The CTO and President have a reliable partner to support strong team health and high performance across local and global teams.
Core capabilities
Business partnering and influence
- Strong judgment and the ability to translate ambiguity into practical, high-leverage People interventions.
- Ability to influence without authority and build trust through consistency, discretion, and delivery.
- Comfortable partnering with senior stakeholders and coaching leaders at different levels.
Facilitation and enablement
- Strong facilitation skills, including designing and delivering training for people managers and team leads.
- Confident running sessions that are structured, practical, and inclusive, including navigating difficult dynamics when needed.
- Able to turn People principles into simple tools, habits, and learning experiences that leaders can apply immediately.
Agility in complexity
- Calm and effective in fast-changing environments, able to build while the plane is flying.
- Able to balance speed and rigour, especially in sensitive or high-stakes situations
Digital and AI fluency
- Comfortable adopting and improving systems, tools, and workflows
- Skilled at using AI responsibly to accelerate drafting, analysis, workflow design, and knowledge accessibility.
- Motivated by scale and leverage, preferring durable systems over repeated manual support.
People craft and care
- Strong foundation in employee relations, coaching, performance management, and organisational dynamics.
- Empathetic and fair, able to be direct and hold boundaries while maintaining trust
Minimum requirements
- 5+yearsexperience in People/HR, including meaningful experience in a People Partner, HRBP, or equivalent role
- Bachelor?sdegree(or equivalent) in HR, Industrial Psychology, Business, Psychology, or a related field.
- Experience working in a fast-pacedstartuporscalingenvironment (FinTech preferred but not required).
- Experience supporting technical and/or product organisations (Engineering, Product, Security/IT, Data, etc.).
- Demonstrated capability to coach managers and influence senior stakeholders
- Demonstrated facilitation capability (training managers/team leads; designing practical enab
