Head of People, Mintlify

• 8–10+ years of progressive People/HR experience, with 3+ years in a leadership role
• A track record of interventions that surfaced people risk early and measurably reduced attrition
• Experience running structured listening programs and making the signal actionable for leadership
• You've lived the 50→150+ scaling transition and know what breaks at each inflection point
• You've run a full performance cycle end-to-end, including design, calibration, manager coaching, comp changes
• Deep compensation fluency: benchmarking, bands, and equity refresh strategy
• Multi-state and international employment fluency
• Executive-level candor: comfortable delivering hard feedback to founders without being asked
• Exceptional discretion and judgment in sensitive situations
• Experience supporting a fast-growing
• You've coached first-time and mid-level managers with measurable improvement

Desirable

• At our size, informal channels for managing the team are starting to break down. This role builds what replaces them: the structure, compliance foundation, and people infrastructure that keeps Mintlify a great place to work as we grow
• You'll lead the People function, keep us compliant in every jurisdiction we operate in, own compensation philosophy and performance strategy, and give leadership an honest, continuous read on people health. Retention and employee engagement are your primary outcomes
• Day-to-day execution (onboarding logistics, HR admin, payroll processing) sits with People Ops; you own the strategy layer and lead the team that runs it
• Partner with the founders and exec team on workforce planning, org design, and people strategy
• Improve our listening infrastructure and turn the signal into a weekly people-health read for the exec team
• Own retention and engagement: spot risk early and intervene before departures
• Keep the company compliant across all jurisdictions we operate in; own policies and the employee handbook
• Own compensation philosophy: benchmarking, comp bands, equity refresh strategy, and job architecture (with Finance and Operations)
• Set performance strategy: audit and improve our review cycle
• Develop our manager layer through coaching and a structured development program
• Use people data and insights to inform decisions and continuously improve our programs
• Be a confidential first stop for employees on hard things: conflict, concerns, sensitive situations
• Handle departures with dignity and downstream implications thought through