Director of People

As our Director of People , you will help define that future. You will create an environment where people can thrive, leaders bring out the best in their teams, and our values are felt in everyday decisions. You will have the influence to make Redsquid a place where exceptional people choose to join, grow and stay – a place they’ll describe as the most loved.

The best place to work, made real.

Own the engagement agenda end to end — what we measure, what it tells us, and what changes as a result. Hold the group to its B Corp and Best Companies standards and use them as a management discipline rather than an accreditation exercise. Be the person who notices when the stated culture and the lived experience have drifted apart, and who does something about it.

People operations and employee relations.

A People function that is accurate, fast and trusted: contracts, policy, HRIS, payroll interface, absence, performance and casework. Sixteen acquired businesses means legacy terms, inherited practices and inconsistent data — bring that onto one credible platform without stripping out what made each business good. Handle complex ER and TUPE matters yourself, with sound judgement on risk.

Talent acquisition.

Own how we attract and hire, in-house wherever possible. Build the employer brand that our B Corp status, share scheme and growth story already justify, reduce reliance on agencies, and hold a quality bar that leaders respect. Hiring at pace in a competitive MSSP/MSP market is a commercial capability, not a support service.

Learning, development and career pathways.

Every colleague should be able to see a route forward and know what it takes to get there. Own the progression frameworks, the technical and commercial development offer, and the group’s management capability programme — because the single biggest driver of whether someone thrives here is the quality of their line manager. Partner with the Director of Education so the group’s learning assets work for our own people as well as our customers.

The people side of M&A — owned, not delivered.

The M&A people partner in your team runs the day-to-day integration work: diligence input, TUPE and harmonisation, day-one experience, post-acquisition engagement. You own the standard they work to, the playbook they use and the outcome the group gets — retention of key talent, integration pace, and an honest read on which of the previous eleven integrations worked and which did not.

You step in personally on the complex and the contentious, and you are the one accountable to the Executive team for people risk in any deal.

Organisation design and leadership capability.

Work with the Group MD on the shape of the group as it scales — structure, spans, succession and the leadership bench. Bring rigour to how we assess and develop senior people, building on the Lumina and leadership assessment work already in use.

Reward and recognition.

A reward architecture that is defensible across sixteen businesses and legible to colleagues: pay frameworks, benchmarking, the EMI scheme narrative, recognition, and sales incentive design in partnership with the commercial and finance leadership.

People data the board can act on.

Own the people metrics in the group KPI framework — retention, regrettable attrition, time to hire, cost per hire, engagement, manager effectiveness, absence — and present them to the Executive team and board with a clear view of what they mean commercially and what you intend to do about them.

First 90 days

You have been into the businesses and met people at every level, not just leadership. You can describe, with evidence, where the employee experience is strongest and where it is failing. The People team knows…