OpenFX - Head of People Operations & Talent
Requirements
• Must-haves: • Experience building people infrastructure at a scaling company. You've done this before, ideally at a company that went from ~50–100 people to 200+ across multiple countries. You know what breaks during that transition and how to get ahead of it. • Comfort with global complexity. Our largest engineering hub is in Bangalore. We have licensed entities in the US, Netherlands, and UAE. Every process, policy, and system you build needs to work across India, US, EU, UK, and UAE from day one. If your experience is single-geography or primarily domestic, this will be a stretch. • Both TA and people ops capability. You don't need to be the world's best recruiter and the world's best HR generalist. But you need to be credible in both domains and capable of operating across both until you have team members to delegate to. • Ability to operate with high autonomy in an ambiguous environment. We will give you a charter, a budget, and access to every leader in the company. We will not give you a playbook. • Written communication skills. We are a globally distributed company. Decisions travel through written communication. If you're someone who's most effective in person and struggles with async/written collaboration, this environment will be challenging. • What helps you stand out: • A specific location is not required. We're open to candidates in Miami, London, Dubai, or Bangalore. What matters more than where you sit is your ability to operate effectively across time zones and travel when it matters. • A specific industry background is not required. Fintech experience is a plus but not a requirement. What matters is that you've built people infrastructure at a company with real operational complexity. • Prior "Head of" or "VP" title is not required. We care about what you've built, not what your title was.
Responsibilities
• The hiring engine. Recruiting infrastructure, structured interviews and scorecards, internal sourcing to cut agency dependence, and the operating cadence that fills priority roles without dropping the bar. Every hire must raise the standard of their function. You enforce that, including against urgency. • The hiring engine. • Global people operations. Onboarding, offboarding, benefits, and employment compliance across the US, EU, UK, IN, SG and UAE. Every policy and system you build has to work in all six from day one. There is no domestic-first version of this job. • Global people operations. • Performance system. You design and run it end to end: behavioral scorecards for skills, delivery, and culture; a talent bar that rises with seniority; semiannual calibrated reviews the CEO approves; promotion on sustained performance, never tenure; and a defined underperformance path of severance or a six-week improvement plan. Functional leaders define skills for their domains. You make the grades consistent, fast, and fair. • Performance system. • Workforce planning and org design. You partner with the CEO and functional leaders on the workforce plan, spans of control, and leveling. You bring a point of view on what the org should look like at 300 and 500 and 1000, not just a headcount spreadsheet. • Workforce planning and org design. • Compensation and equity. Comp philosophy across all hubs with very different labor markets, plus equity band design and refresh strategy for a company between funding rounds.
Benefits
• Your own team. You hire recruiters and people partners, delegate deliberately, and raise the people-leadership capability of every manager in the company. • Your own team. • The hard problems • These are the reasons this role is interesting. If they read as tedious rather than compelling, this is the wrong job for you. • Regulated hiring. We have US state money transmitter licenses, an OCC bank charter application under progress, and licenses in the UK, EU, CAN, IN, UAE, and Australia. That means fit-and-proper hiring for control functions, background and regulatory screening built into the funnel, and the reality that a slow Compliance or MLRO hire directly delays a license. • Regulated hiring. • Speed without dilution. Doubling headcount is easy. Doubling headcount while every hire raises the bar, across six hubs, is not an easy feat. • Speed without dilution. • A performance system that works at 180 and at 500. Scorecards, talent bars, and calibration have to be rigorous enough to mean something and light enough that managers running at full speed actually use them. Off-the-shelf systems fail one test or the other. You will build one that passes both, and defend the bar without forced quotas or theater. • A performance system that works at 180 and at 500. • Six labor markets, one company. US, UK, EU, IN, UAE and SG have different comp norms, benefits expectations, employment law, and cultural defaults. You have to build one coherent system that works in all of them without averaging into mediocrity anywhere. • Six labor markets, one company. • Equity between rounds. Designing bands, grants, and refreshes at a company heading into a priced round, where the framing you choose affects both closing candidates and the cap table. • Equity between rounds. • Performance in an ownership culture. We run on autonomy, direct feedback, and outcome-based evaluation. Most off-the-shelf performance systems fight that. Yours cannot. • Performance in an ownership culture. • Must-haves • You have built people infrastructure through the transition from roughly 50 to more than 200 people across multiple countries, and you have seen what comes after: you know which decisions made at 200 break at 500, because you scaled there yourself. • You have designed and run a performance and compensation system, not just administered one someone else built. You can show us the framework, explain the choices behind it, and tell us honestly what you would change. • You are credible in both talent acquisition and people operations, and can operate hands-on in both until your team exists. • You operate with high autonomy. We give you a charter, a budget, and access to every leader. We do not give you a playbook. • You write well. We are distributed across time zones and decisions travel through documents. • Fintech or regulated-industry experience helps but is not required. We care about what you built. • What this role actually demands • The scope is wide and stays wide until you build your team. For the first stretch, you are the recruiter, the people partner, and the strategist. • This is not a remote role. You will be based in one of our key hubs: New York, Miami, London, Dubai, or Bangalore. • The company spans 12 hours of time zones. You will take early and late calls and travel when it matters. In exchange, you get real authority over a global function, not a regional slice of one. • Feedback is direct in both directions, including with the CEO. If you have only worked places where candor flows downward, this will be an adjustment. • The performance system you build applies to you first. This role is evaluated on outcomes like every other, and your own scorecard will be one of the first ones written. • If that list energizes you more than it worries you, you will thrive here. • Competitive salary and benefits package. • Equity in a rapidly growing company. • Opportunity to work in a fast-paced startup at the forefront of fintech innovation. • Opportunity to make a significant impact on global financial infrastructure. • Collaborative work culture with emphasis on personal and professional growth.
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