Senior Director Human Resources

Overview

This isn't a traditional HR role. We need someone who can keep payroll running smoothly on Monday, redesign our performance management approach on Tuesday, negotiate with benefits vendors on Wednesday, and coach our leadership team through organizational change on Thursday. Friday? Maybe all of the above….both as player and coach. You'll be splitting your time roughly 50/50 between HR Operations (the nuts and bolts that keep 13 branch locations running) and People Strategy (the initiatives that make people actually want to show up and do great work).

You need to be equally energized by both, because we need both done exceptionally well.

The Operations Side (50% of your world):

• Benefits & Compensation
• That Work Own our benefits programs end-to-end: plan design, vendor relationships, open enrollment, and making sure people actually understand what they have
• Build compensation and commission structures that are fair, competitive, and aligned with the business
• Partner closely with Finance and Accounting to manage budgets, reconcile payroll, and make smart decisions about where we invest in our people
• Administer payroll for both W2 and 1099 teammates with accuracy and transparency—because nothing kills trust faster than paycheck problems
• HR Systems & Process
• Oversee our HRIS (implementations, optimization, reporting): you don't need to be the most technical person in the room, but you need to know what good looks like and drive toward it
• Standardize and automate processes across all locations so we're consistent without being rigid
• Make sure our systems and programs can withstand the scrutiny of due diligence (M&A is part of our growth strategy)
• Manage vendor relationships and contracts—get us the best value without sacrificing quality Use data to tell the story of what's working and what needs to change

The People Strategy Side (50% of your world):

• Culture & Engagement
• That's Real Design employee engagement strategies that go beyond pizza parties. Our history shows we're about meaningful recognition, celebrations, and creating a culture where people feel like they belong
• Measure what matters (surveys, pulse checks, feedback loops) and actually do something with the data
• Champion an environment of belonging in a way that feels authentic to who we are, not like we're checking boxes
• Build a teammate experience where people can focus on their strengths, not fight broken systems
• Make sure everyone feels connected to our wins, not just the shareholders
• Performance & Development
• Create and manage performance management systems that foster real conversations, not just annual checkbox exercises Implement continuous feedback frameworks that help people grow
• Coach our managers to have the tough conversations and the developmental ones with equal skill Build on our goal-setting approaches (OKRs) that connect individual work to company strategy
• Organizational Design & Leadership Development
• Design organizational structures that support growth without creating bureaucracy
• Lead workforce planning and succession planning efforts Build leadership development programs that create a strong bench of future leaders
• Manage change like a pro, because growth means constant evolution, and people need help navigating it
• Develop talent management frameworks that identify high-potential teammates and give them reasons to stay

The Strategic Stuff That Ties It All Together:

• Partnership & Influence
• Be a trusted advisor to our Chief People Officer and executive team on all things people-related
• Translate business strategy into HR strategy (and vice versa) Ensure we're compliant with all the employment law stuff across multiple states without making it feel like we're running a law firm
• Proactively spot and address…