Managing Director, Human Resources

Position Summary & Purpose

The Managing Director of Human Resources leads the human resources function at Cabrera Capital Markets. Reporting to the President and partnering closely with the Chief Executive Officer and the firm’s Managing Directors, this leader is responsible for the strategy and execution of the firm’s people function across every dimension of the employee lifecycle. The role also includes oversight of the firm’s Chicago office facilities function.

The successful candidate joins the firm at a point of intentional evolution. Foundational elements of the HR function are in place — documented process flows across the core employee lifecycle, an HR Generalist, and vendor relationships that support the day-to-day operation of the function. Other elements remain in various states of development, and the Managing Director will build, assess, refine, and progress each in partnership with the President, the Chief Executive Officer, and the Managing Director group.

• Compensation, Total Rewards, Workforce Planning, and People Budgeting — Own the strategic architecture of how the firm invests in its people.
• Today:
  Benefits administration runs day to day, while compensation strategy, workforce planning, and people-related budgeting are not yet fully formalized.
• You'll:
  Build the compensation philosophy, band structure, and rewards architecture; run the annual compensation cycle with the CEO, President, and Finance; lead workforce planning and headcount planning with business heads; support people-related budgeting and investment decisions; and own retention structures, deferred compensation, and benefits.

• Talent Acquisition, Employer Brand, Campus Recruiting, and Onboarding — Own the shape, pace, and quality of the firm's hiring engine.
• Today:
  Recruiting practices vary by business line, and Cabrera has an important internship program that should be leveraged as a broader talent pipeline.
• You'll:
  Run full-cycle recruiting across all business lines; develop a campus recruiting strategy that strengthens the internship program and early-career pipeline; set the retained-versus-contingent framework and external search partnerships; own employer brand, recruiting marketing, and candidate experience; and build a consistent firm-wide onboarding experience.

• Learning and Professional Development — Build capability across the firm, from Managing Directors to the HR team itself.
• Today:
  Learning and development is not yet organized through a formal firm-wide program.
• You'll:
  Design leadership development, functional and technical skill-building tied to Cabrera's business lines, and career progression pathways that retain talent.

• Performance Management, Talent Review, and Succession Planning — Own how the firm evaluates, calibrates, and progresses its people.
• Today:
  Cabrera has an established mid-year annual performance review and compensation cycle. The current process is more administrative and cycle-driven than feedback-driven, with an opportunity to strengthen the quality, consistency, and timeliness of performance feedback, manager capability, calibration, and ongoing development conversations.
• You'll:
  Strengthen the performance management cycle so it supports meaningful feedback, manager accountability, calibration, progressive discipline, annual talent review, and succession planning for critical roles.

• Employee Experience, Engagement, and Relations — Own the day-to-day experience of working at Cabrera.
• Today:
  Employee relations matters are managed through close partnership between HR and business leaders as situations arise. There is an opportunity to strengthen consistency, documentation standards, manager guidance, proactive listening, and the mechanisms for acting on employee feedback.
• You'll:
  Build the annual engagement cycle and practical mechanisms for listening to and acting on employee feedback; serve as the senior point of contact for employee relations, escalation, and resolution; support managers with thoughtful guidance; and own offboarding with the same care as other lifecycle moments.

• Culture, Values, and Internal Communications — Steward the firm's five…