Head of People & Talent, Social Native

• 3–5 years across recruiting and/or people ops — depth matters more than time; we want someone who has operated at a high level and grown fast
• A genuine talent hunter — you know the difference between sourcing and searching, and you default to the former. You've closed candidates who had better-known options and won — you know how to make a compelling case for the right company at the right moment
• Strong instincts about people: you read candidates quickly and accurately, and your calibration improves with every hire. Built something from scratch — a hiring process, a performance framework, an onboarding program — not just maintained one
• Entrepreneurial by default: you see the gap, you propose the solution, you build it without being asked. Comfortable moving between strategic and operational without losing momentum in either direction
• Excellent written communication — direct, plain, no corporate-speak. Data-comfortable: you can build a KPI dashboard, read the numbers, and know which ones actually matter. Operates with urgency without sacrificing quality or candidate experience

Desirable

• TALENT ACQUISITION — FIND THE NEEDLE IN THE HAYSTACK Most recruiters fill roles. This one hunts for people who don't know they should be here yet. You'll source the people our competitors can't find, close candidates who have other options, and raise the bar with every single hire
• Own full-cycle recruiting across engineering, sales, customer success, and operations
• Identify and pursue passive talent — the best people are rarely applying; you'll go get them. Build deep sourcing pipelines through direct outreach, communities, referrals, and unconventional channels
• Partner directly with the CEO to define what great looks like for every role before you start looking. Sell the company authentically and compellingly — candidates should finish the process wanting to be here regardless of outcome
• Build a structured interview and scorecard system so hiring decisions are fast, consistent, and defensible. Own the candidate experience end-to-end — people should feel respected and well-informed throughout — Project and strengthen our employer brand as we grow
• PERFORMANCE MANAGEMENT & KPIS — Build and own the company-wide KPI framework — every person should know exactly what winning looks like in their role. Partner with department leads to define role-specific metrics, set quarterly goals, and track progress consistently
• Create a lightweight but structured performance review cadence — rigorous without being bureaucratic. Build and maintain a performance dashboard that gives leadership a live view of team health
• Identify performance gaps early and work with managers to address them before they compound. Distinguish between a training problem, a motivation problem, and a fit problem — and act with clarity on each
• PEOPLE OPERATIONS & NEW HIRE SUCCESS — Design and run structured 30, 60, and 90-day onboarding plans that set every new hire up for real success — not just orientation. Ensure new team members are culturally oriented, productive, and connected to the company's mission from day one
• Own the feedback loop between new hire milestones and hiring decisions — use it to sharpen future recruiting. Build the HR infrastructure the company needs as we scale — leveling, documentation, compliance basics
• Be the go-to for employee questions, concerns, and feedback — and surface themes to leadership honestly and promptly
• We're not hiring someone to own a function and stay in their lane. As SocialNative scales, this role should evolve — into broader organizational leadership, strategic workforce planning, and potentially a seat at the executive table
• The right person will outgrow the job description and rewrite it themselves. If you see yourself as a recruiter in five years, this probably isn't the right fit. If you see yourself as a people leader who helped build a company, keep reading