Chief People Officer; CPO

TSC is seeking an experienced hands-on, business-oriented Chief People Officer (CPO) to lead and scale the company’s Human Capital (HC) strategy, talent systems, and people operations to create an operating model that supports rapid organic growth, and active acquisition activity.

The CPO will report to the CEO and serve as a builder and operator. The successful candidate must be equally comfortable developing enterprise human capital strategy, leading M&A diligence and integration, building the HR operating model, solving detailed people and organizational challenges, and providing the CEO, Executive Leadership Team, and Board with clear visibility into workforce risks, capability gaps, talent priorities, and organizational health.

The CPO will oversee HC and organizational effectiveness, including HR Business Partners, Talent Acquisition, Total Rewards, Talent Development, HR Operations, HRIS/Data Analytics, Organizational Development, Employee Relations, Compliance, and Human Capital Integration. The role will work closely with P&L Leadership, Engineering, Program Management, Operations, Business Development, Finance, Legal, IT, Security, Marketing and Communications, and the broader Executive Leadership Team.

Human Capital Strategy & Workforce Planning Develop and execute a comprehensive HC strategy aligned to TSC’s mission, growth plan, acquisition strategy, customer commitments, and long-term value creation goals.

Build a scalable HC operating model that moves from current-state functional coverage to a mature scaling capability with clear leadership accountability, repeatable processes, and appropriate use of vendors and advisors.

Partner with Finance, Operations, Business Development, and P&L leaders on headcount planning, organizational design, capacity planning, workforce segmentation, and critical skill forecasting.

Establish recurring workforce planning rhythms and dashboards that provide executive and Board-level visibility into talent, retention, hiring, engagement, leadership readiness, compliance, and organizational health.

Identify human capital risks such as critical skill gaps, leadership bench constraints, engagement issues, workforce capacity gaps, and integration risks; develop practical mitigation plans.

Establish clear, equitable guidelines and productivity metrics for hybrid and on-site teams, ensuring consistent policy application across P&L centers and corporate functions.

Evaluate the workplace models (remote, hybrid, or on-site) of acquired target companies during due diligence, and lead the transition of acquired employees into the company's workplace strategy framework without losing key technical talent.

Talent Acquisition (TA) & Employer Brand Build and lead a high-performing talent acquisition organization capable of recruiting top engineering, technical, and leadership talent in highly competitive Defense Tech markets.

Develop recruiting strategies for priority skills, difficult locations, cleared roles, technical pipelines, university partnerships, veteran recruiting, referrals, executive hiring, and acquisition-related hiring needs.

Establish standardized intake, selection, interview, decision, and offer processes that improve quality of hire, speed of decision-making, hiring manager accountability, and candidate experience.

Partner with Marketing and Communications, Business Development, and operating leaders to strengthen TSC’s employer brand and employee value proposition.

Develop and manage TA metrics including requisition prioritization, time-to-fill, quality-of-hire, offer acceptance, source effectiveness, candidate slate diversity, aging requisitions, and first-year retention.

Ensure talent acquisition processes comply with applicable employment laws,…