Director, People Business Partners

<p>Space is a warfighting domain. True Anomaly seeks those with the talent and ambition to build the technology that secures it.</p>

<p><u>OUR MISSION</u></p>

<p>True Anomaly delivers decisive capabilities for space superiority. We build autonomous spacecraft, advanced payloads, mission software, and space-based interceptors — enabling the U.S. and its Allies to secure the space environment and counter threats from the ultimate high ground.</p>

<p><u>OUR VALUES</u></p>

<ul>

<li><strong>Be the offset.</strong>&nbsp;We create asymmetric advantages with creativity and ingenuity.</li>

<li><strong>What would it take?</strong>&nbsp;We challenge assumptions to deliver ambitious results.</li>

<li><strong>It’s the people.</strong>&nbsp;Our team is our competitive advantage and we are better together.</li>

</ul><p><u>YOUR MISSION</u></p>

<p>True Anomaly is scaling fast. The People Business Partner&nbsp;(PBP)&nbsp;function&nbsp;has to&nbsp;be more than a service layer that shows up when something breaks — it&nbsp;has to&nbsp;be a strategic force that leaders trust with their hardest&nbsp;calls, before&nbsp;those calls become problems.&nbsp;</p>

<p>We're&nbsp;looking for a Director of People Business Partners to lead that team. This is not a coordination role.&nbsp;It's&nbsp;a trust-building role. Your PBPs will know their businesses so well — the strategy, the org dynamics, the people&nbsp;risks, the talent gaps — that executives treat them as a core part of the leadership team, not an HR function bolted on the side.&nbsp;</p>

<p>You'll&nbsp;report to the Chief People Officer and sit on the People leadership team. Your team supports every org — engineering,&nbsp;business development,&nbsp;G&amp;A.&nbsp;You'll&nbsp;set the standard for what "great business partnership" looks like here, and&nbsp;you'll&nbsp;build a team that meets it.&nbsp;</p>

<p><strong>The bar&nbsp;you're&nbsp;setting</strong>&nbsp;</p>

<p>The best PBP teams&nbsp;aren't&nbsp;measured by how many programs they run.&nbsp;They're&nbsp;measured by whether leaders call them first. That means:&nbsp;</p>

<ul>

<li>Your PBPs know the business — the roadmap, the numbers, the org's real&nbsp;strengths&nbsp;and weak spots — well enough to have a point of view, not just take a brief.&nbsp;</li>

</ul>

<ul>

<li>Executives seek out your team's read on a reorg, a promotion, a tough call on a leader, before&nbsp;they've&nbsp;made up their mind.&nbsp;</li>

</ul>

<ul>

<li>Your team earns trust by being direct, discreet, and right&nbsp;more often than not.&nbsp;</li>

</ul>

<ul>

<li>People Ops, Talent, and Total Rewards build their programs&nbsp;<em>with</em>&nbsp;your team's input, because your PBPs understand what will&nbsp;actually land&nbsp;with their orgs.&nbsp;</li>

</ul>

<p>That's&nbsp;the muscle&nbsp;you're&nbsp;building. Everything below is in service of it.&nbsp;</p>

<p><strong>RESPONSIBILITIES</strong></p>

<p><strong>Build the team and the craft.</strong>&nbsp;Hire, coach, and grow a team of PBPs who can&nbsp;operate&nbsp;at this level. Teach the difference between being helpful and being a trusted advisor. Push your team past task execution into real judgment — knowing when to challenge a leader, when to just listen, when to escalate.&nbsp;</p>

<p><strong>Own the relationship with the exec team.</strong>&nbsp;Be the CPO's read on&nbsp;what's&nbsp;really happening across the business — team health, leadership gaps, org risk. When an exec has a hard people call to make, you and your team should be who they think to call.&nbsp;</p>

<p><strong>Set the operating model.</strong>&nbsp;Define how PBPs prioritize, partner, and show up as the company scales. What gets a PBP's direct attention versus what routes through People Ops. Make sure the model still works at 2x headcount, not just today's size.&nbsp;</p>

<p><strong>Raise the talent bar.</strong>&nbsp;Run calibration and talent reviews that produce honest, evidence-based calls — not consensus for its own sake. Help leaders act on what the data says, including when&nbsp;it's&nbsp;uncomfortable.&nbsp;</p>

<p><strong>Build manager capability.</strong>&nbsp;Your team should be actively developing the next generation of managers across the company — coaching them through their toughest moments, not just onboarding them into the role.&nbsp;</p>

<p><strong>Turn data into a point of view.</strong>&nbsp;Don't&nbsp;just report on attrition or engagement. Tell leaders what it means and what to do about it. Bring a recommendation, not a dashboard.&nbsp;</p>

<p><strong>Partner across the People function.</strong>&nbsp;Work closely with Talent, Total Rewards, and People Ops so their programs are shaped by what your team knows about the business — and so your team can execute those programs well in the field.&nbsp;</p>

<p><strong>Handle the hard stuff with judgment.</strong>&nbsp;Guide leaders through complex employee relations situations. Know exactly when to handle it yourself, when to loop in legal, and when it needs the CPO.&nbsp;</p>

<p><strong>QUALIFICATIONS</strong></p>

<ul>

<li>10+ years in People roles with progressive responsibility, including several years as a senior PBP or HRBP supporting executives directly.&nbsp;&nbsp;</li>

</ul>

<ul>

<li>Experience managing and developing a team of business partners — you know what separates a good BP from a great one, and you can coach the difference.&nbsp;</li>

</ul>

<ul>

<li>A track record&nbsp;in high-growth environments.&nbsp;You've&nbsp;been through rapid scaling and know what breaks, and when.&nbsp;</li>

</ul>

<ul>

<li>Strong org design instincts. Executives trust your read on people and teams because&nbsp;you've&nbsp;earned it.&nbsp;</li>

</ul>

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