Head of Performance

Head of Performance

Rex is a privately held ecosystem of entrepreneurial ventures led by Peter Rex, spanning real estate private equity, technology, insurance, and AI. We build businesses and investment platforms that generate both exceptional financial returns and meaningful societal impact. The role offers exposure to a uniquely diverse platform; combining institutional-quality real estate and high-growth tech ventures, all aligned under a singular mission-driven vision.

Our mission is to catalyze human flourishing through stewardship, serving people in all nations. We seek a transcendent impact, second to none, crossing geographies and making a permanent mark on history. We aim to uplift investors, foster flourishing families, create enduring trust, and contribute to a more beautiful world through our investments, products and services, and new ventures. Our investments are primarily in real estate, with additional allocations to tech, energy, and alternatives, employing a downside-protected, long-term approach to investing.

We are grounded in timeless morals and seek to preserve and grow both investor capital and our own. We serve a diverse ecosystem that includes:

• Multifamily apartment management with 20,000+ apartments
• Hotel and office buildings
• Tech ventures
• Insurance companies

Our businesses, with over 500 employees, are primarily throughout Texas and Florida, but we aim to expand globally with our products and services, impacting people in all countries.

We are seeking a Head of Performance who will build the operating system for talent at Rex: a rigorous, standards-driven infrastructure for measuring performance, enforcing accountability, and continuously upgrading the talent bar. This is not a traditional HR role. You will not be optimizing for engagement surveys or employee experience; you will be optimizing for talent density, ensuring every seat is filled with an A-player, that standards are unambiguous, and that underperformance is identified and resolved quickly rather than tolerated.

You will design the scorecards, calibration processes, and grading systems that make performance visible and comparable across the ecosystem, and support the recruiting engine that keeps a pipeline of superior talent ready to backfill every seat we upgrade.

• Build a Performance Operating System: Design role-specific scorecards, KPIs, and standards so performance is measurable, comparable, and undeniable, not a matter of opinion or politics.
• Run Rigorous Calibration: Implement a formal grading process (A/B/C player identification, forced differentiation) across the ecosystem, ensuring managers surface true performance instead of avoiding hard calls.
• Systematize Accountability: Build clear, fast, well-defined processes for addressing underperformance, up to and including exit, so cutting bottom talent is routine execution, not a rare, dreaded event, built on solid documentation and legal review so speed doesn't create exposure.
• Drive Continuous Upgrading: Partner with leadership to run an aggressive, always-on recruiting pipeline so every seat vacated by a low performer is immediately backfilled with someone better. Talent density should rise every quarter.
• Level Up Existing Talent: Build targeted coaching and development plans for high-potential B players identified through calibration, with clear timelines and standards for moving into A territory. Upgrading talent density means growing people as often as it means replacing them.
• Own People Analytics: Build dashboards that give leadership real-time visibility into performance distribution, attrition quality (regretted versus unregretted), hiring-bar strength, and productivity: the same rigor we apply to capital, applied to talent.
• Enforce Standards at Scale: Keep the performance bar consistent across multifamily, real estate, tech, and insurance operations, resisting drift toward comfort, tenure-based leniency, or politics.
• Manage Compliance & Legal Risk: Own multi-state HR compliance as risk management, not the mission of the role, but a hard floor. Partner with legal counsel to ensure calibration, forced differentiation, and exit processes are documented and defensible, given the real exposure these systems can create if run carelessly.
• Lead Change Management: Communicate the shift to a calibration-driven, faster-exit culture clearly to managers and employees outside the pilot group, so the system lands as fair and high-standards rather than arbitrary.
• Advise Leadership Directly: Serve as Peter Rex's direct partner on talent decisions: who to hire, who to promote, who to exit, bringing data and conviction, not consensus-seeking.

Ideal candidate profile:

• 7 to 12 years building performance management, talent grading, or workforce-upgrading systems, ideally in PE-backed, high-growth, or turnaround environments where standards had to be built from scratch.
• Direct experience with rigorous performance methodologies (Topgrading, forced ranking/calibration, standards tied to real…