Head of People & Organizational Effectiveness

Head of People & Organizational Effectiveness

Organization Design | Talent Selection | Team Effectiveness | Incentive Design | People Science

Location:

Remote, US

Company: , STNDRDS, and  (combined US operating organization)

Reports to:

Co-CEOs

Type:
Full-Time, Exempt

Compensation: $175,000 to $225,000 base

Why do some groups of talented people accomplish extraordinary things together, while other groups of equally talented people become slow, political, or frustrated? And how do we deliberately build the first kind?

If you have spent a meaningful part of your career thinking about that question, often when nobody was paying you to, keep reading.

is the world's largest premium dating platform, founded by an MIT alumnus and headquartered in Las Vegas. STNDRDS is our consumer media brand;  is our independent news publication. Together we are a combined US operating organization built on one premise: we exist to create value for the people we serve, not to extract it from them.

We are 50 to 60 people, split between our Las Vegas office and remote roles across the country, and we intend to stay small by design. We grow through leverage per person, not headcount. That makes how our people are selected, organized, and work together the single biggest determinant of what we can accomplish.

You own the design and effectiveness of the human operating system of the company: what people and structure we need, how we select them, how we organize, develop, and reward them, and how they work together. You are not here to administer HR programs. You are here to make the organization, and every person in it, more effective.

The core question you carry every day:

Do we have the right people, organized the right way, operating under the right conditions and incentives, to accomplish what we are asking the company to accomplish?

When the answer is no, you diagnose before you prescribe. Is it the person, the manager, the structure, the incentives, the team composition, unclear ownership, decision rights, information flow, missing capability, or something nobody else has noticed? Then you design the smallest intervention that fixes the real cause, and you measure whether it worked.

Three ideas shape how we work. The Value Creator System: people earn gain share based on demonstrated repeatable value. The Certainty Framework: design work to create the conditions for eustress (voluntary striving toward something you care about) and remove structural sources of distress. The 10x Operating Principle: growth comes through leverage per person, not added headcount.

You own the architecture of each area below. Payroll, benefits administration, and onboarding and offboarding logistics are run by our Director of Business Operations. You design the systems; that team helps run them.

Shape roles, teams, reporting lines, decision rights, and operating models around our strategy. Find overlaps, gaps, unnecessary layers, and structures built for yesterday. Be the company's organizational doctor: the person the Co-CEOs call when something involving people does not make sense. The org chart is an output of your thinking, not the starting point.

The goal is capability per employee, not headcount. Before a role opens, ask whether AI, redesign, clearer ownership, or developing someone already here would solve the problem better. Own recruiting strategy, critical and leadership hiring, succession, and retention of high performers. Build selection methods that predict who will perform here, not who interviews well, and track quality of hire at six and twelve months to learn what actually predicts success.

Shape an employer brand that attracts people energized by high standards and lets everyone else self-select out.

Most of us, leadership included, can become dramatically more effective at the fundamentals: organizing work and information, focus, prioritization, problem-solving, decisions, and communicating ideas simply. Diagnose the habits limiting output and build simple interventions people actually use. Understand why some combinations of people multiply each other and others create friction. Coach the Co-CEOs on their own operating habits when relevant. That is part of the job, not a boundary.

Managers amplify or suppress…