Director of HR

Our mission: create predictable, high-value customer acquisition at scale by connecting discovery, intent, and performance across category-leading consumer brands in finance, travel, and entertainment.

We run profitable and bootstrapped, with a South Florida HQ and a remote-first team across 18 countries.

You own outcomes here, not tasks. We measure work by impact, not activity. The pace is real, and change is constant, so the people who do best turn change into opportunity instead of waiting for it to settle. Feedback runs direct and lands with respect. Ordinary people make themselves extraordinary at Launch Potato.

Launch Potato is about 200 people, profitable, and growing. The performance management system that got us here was built by our SVP of Talent, and he still runs it. That system becomes yours.

You're inheriting something that works. There's a levels framework, a rating scale, a calibration process, and managers who have been through several cycles. It got us to 200 people. Your job is deciding what carries forward and change-managing the rest, across an org that moves fast and adopts new processes.

We want someone who'll find the version that works and then hold it there while the company gets good at it.

If you want to own a function, make it extraordinary, and be judged on whether it actually got better, keep reading.

• Real ownership, immediately. Performance, total rewards, and compliance are yours to own rather than support. You'll defend a compensation number in front of a CFO who checks it.
• An SVP who wants to hand this over. Not one who says that and then rewrites your deck. The explicit goal is that the HR function runs without him.
• Executive reach by default. Calibration and leveling decisions live with the C-suite, and you present your own work. You won't spend year one convincing anyone that performance management matters.
• Leverage is part of the mandate, not a side project. We are tech-first and AI-forward, which means we can run lean teams and do more with less. You'll push that further, build the tooling managers actually open, and make everything easier without taking substance out of it. Nobody will ask you to do it the slow way.

I'll tell you what I want and what the constraints are and then get out of the way. I don't rewrite people's work. If I disagree with where you landed you'll hear it from me early, and if you still think you're right then push back, because I'd rather change my mind than have you go quiet and build something you don't believe in.

I ask before I decide. When something changes the shape of this team the people on it hear it from me first and they get a real say in it, not a heads up after it's done.

I care about the outcome and I'm not going to do your job for you. Bring me a problem and I'll work it with you, but I'm not going to take it off your plate and hand it back finished.

I'm hiring this seat because I want someone we can all learn from. Bring me a better answer than mine and I'll take it.

All required.

• A full performance cycle you owned end to end, not supported. Owned more than once, at 150 people or more. Design, timeline, manager prep, calibration, rollout, retro.
• Compensation and benefits you've owned. Band design, benchmarking methodology, benefits renewals, the annual comp cycle. You can defend a number to a CFO.
• HR compliance as standing scope, not as a project. Multi-state registration, I-9, handbook, classification, postings. You've inherited a backlog and cleared it.
• A people system that outlasted you. Built, adopted, and still recognizable two cycles later.
• Leverage you built that people adopted. You've automated or rebuilt part of a people process so it ran faster, the quality held or…