Director, People Operations & Systems

Own the effectiveness of the operational infrastructure supporting onboarding, offboarding, employment changes, contractor lifecycle processes, I-9/E-Verify, and Employer of Record operations for international team members.

Ensure workflows are accurate, compliant, well controlled, and increasingly self-service; the role owns the effectiveness of the operating system even when another team member or system executes individual steps.

Partner with Finance, IT, Legal, Security, Talent, and People Business Partners to create clean handoffs and clear decision rights across employee lifecycle processes.

Maintain a resilient operating model with clear documentation, backup coverage, escalation paths, and ownership for recurring People operations.

Continuously identify manual handoffs, administrative bottlenecks, recurring reporting cycles, and control points that can be eliminated, simplified, automated, or redesigned.

Use AI and automation as core tools for operating-model redesign—not simply individual productivity—including exception detection, data-quality auditing, workflow orchestration, employee/manager self-service, and recurring operational processes.

Evaluate workflows from first principles before automating them: remove unnecessary steps, clarify ownership, reduce middle-person handoffs, and preserve human judgment where risk or complexity requires it.

Measure whether redesigned workflows improve capacity, speed, accuracy, control, or employee/manager experience, and iterate based on results.

Serve as the senior People Operations partner to Finance and Accounting on payroll controls, People data, workforce reporting, systems changes, and operating risk.

Partner with IT and Security on systems architecture, integrations, access, and controls; with Legal on employment and compliance matters; and with Talent and People leadership on processes that depend on high-quality People data and infrastructure.

Translate complex operational issues into clear recommendations, tradeoffs, and decisions for People leadership and executive stakeholders.

People data is trusted, governed, and increasingly self-correcting through strong controls.

The HRIS modernization is delivered with clear ownership, sound configuration decisions, successful adoption, and stable integrations.

Payroll operates with strong controls, clear accountability, effective backup coverage, and fewer manual failure points.

Managers and employees can complete more routine People processes through intuitive systems and self-service without unnecessary People Team intervention.

Recurring People Operations work becomes materially less manual as AI, automation, and workflow redesign create measurable capacity and quality improvements.

Benefits, payroll, and operational team members have clear ownership, escalation paths, and room to operate at the appropriate level.

Cross-functional partners experience People Operations as reliable, responsive, data-driven, and clear about decision rights.