The performance framework, top priorityThe review structure, the leveling grid, the internal comms that explain it, one shared bar across every team, not just engineering. Build it to work at our size now, then keep it working as we grow.
Coaching managers, especially first-time onesYou're who our newer managers come to for the harder conversations: real feedback, handling low performers, the stuff nobody hands you a script for.
Targeted L&DYou spot the actual skill gaps, team by team, and build focused training to close them. Not generic, not compliance-style, the real thing.
Recognition, done properlyToday it's ad hoc Slack shout-outs. You build real, structured recognition tied to a visible growth path.
The comp-adjacent projects nobody ownsA handful of low-cost, high-value structural projects, mobility budgets tied to leveling, a flexible income plan, sector wage schemes, stalled purely on capacity. Yours to pick up.
Some hands-on recruiting, early onReal hiring work at the start, so you understand the org and the bar from the inside. Fades out as you move fully into the rest.
Not in scope: full-cycle recruiting isn't where this role lands long-term, that stays with the Talent Partner track.
Key point: this isn't a process-heavy People Ops role. You're building a performance-first, high-performing-team culture, not a policy-and-checklist HR function.
✓ Month 1-3: you've mapped what exists today across the org, and what doesn't. The performance framework work is already underway.
✓ Month 3-6: quick wins like the wage-supplement and mobility-budget projects are already live. The performance framework itself never really «finishes,» but priorities are clear and progress is visible.
✓ Year 1: the performance framework is in place and running, used across the organization. There's a clear, calibrated bar for what good performance looks like, real ways to get people there, and clarity on where the training gaps are. Other projects are moving too.
✓ Managers have a real liaison, coach, and mentor: someone to spar with, sharpen their feedback, and help them build a strong culture on their own teams.
✓ Recognition is visible and structured, tied to a real growth path, not ad hoc Slack shout-outs.