Managing Director, Human Resources

Position Summary & Purpose

The Managing Director of Human Resources leads the human resources function at Cabrera Capital Markets.

Reporting to the President and partnering closely with the Chief Executive Officer and the firm’s Managing

Directors, this leader is responsible for the strategy and execution of the firm’s people function across every

dimension of the employee lifecycle. The role also includes oversight of the firm’s Chicago office facilities function.

The successful candidate joins the firm at a point of intentional evolution. Foundational elements of the HR

function are in place — documented process flows across the core employee lifecycle, an HR Generalist,

and vendor relationships that support the day-to-day operation of the function. Other elements remain in

various states of development, and the Managing Director will build, assess, refine, and progress each in

partnership with the President, the Chief Executive Officer, and the Managing Director group.

Essential Duties and Responsibilities

• Compensation, Total Rewards, Workforce Planning, and People Budgeting — Own the strategic architecture of how the firm invests in its people.

Today: Benefits administration runs day to day, while compensation strategy, workforce planning, and people-related budgeting are not yet fully formalized.

You'll: Build the compensation philosophy, band structure, and rewards architecture; run the annual compensation cycle with the CEO, President, and Finance; lead workforce planning and headcount planning with business heads; support people-related budgeting and investment decisions; and own retention structures, deferred compensation, and benefits.

• Talent Acquisition, Employer Brand, Campus Recruiting, and Onboarding — Own the shape, pace, and quality of the firm's hiring engine.

Today: Recruiting practices vary by business line, and Cabrera has an important internship program that should be leveraged as a broader talent pipeline.

You'll: Run full-cycle recruiting across all business lines; develop a campus recruiting strategy that strengthens the internship program and early-career pipeline; set the retained-versus-contingent framework and external search partnerships; own employer brand, recruiting marketing, and candidate experience; and build a consistent firm-wide onboarding experience.

• Learning and Professional Development — Build capability across the firm, from Managing Directors to the HR team itself.

Today: Learning and development is not yet organized through a formal firm-wide program.

You'll: Design leadership development, functional and technical skill-building tied to Cabrera's business lines, and career progression pathways that retain talent.

• Performance Management, Talent Review, and Succession Planning — Own how the firm evaluates, calibrates, and progresses its people.

Today: Cabrera has an established mid-year annual performance review and compensation cycle. The current process is more administrative and cycle-driven than feedback-driven, with an opportunity to strengthen the quality, consistency, and timeliness of performance feedback, manager capability, calibration, and ongoing development conversations.

You'll: Strengthen the performance management cycle so it supports meaningful feedback, manager accountability, calibration, progressive discipline, annual talent review, and succession planning for critical roles.

• Employee Experience, Engagement, and Relations — Own the day-to-day experience of working at Cabrera.

Today: Employee relations matters are managed through close partnership between HR and business leaders as situations arise. There is an opportunity to strengthen consistency, documentation standards, manager guidance, proactive listening, and the mechanisms for acting on employee feedback.

You'll: Build the annual engagement cycle and practical mechanisms for listening to and acting on employee feedback; serve as the senior point of contact for employee relations, escalation, and resolution; support managers with thoughtful guidance; and own offboarding with the same care as other lifecycle moments.

• Culture, Values, and Internal Communications — Steward the firm's five core values across eight business lines.

Today: Cultural cohesion across business lines is an active focus area for firm leadership.

You'll: Own the internal HR voice on people, policy, and culture matters; partner with the CEO and President on firm-wide people communications.

• HR Operations, Systems, Analytics, Policy, and HR Technology Strategy — Own and evolve the firm's HR operating infrastructure.

Today: An HR Operations Playbook exists, and Paycom and Monday.com are in place.

You'll: Maintain and evolve the playbook; own the firm's HR technology strategy and roadmap; strengthen data integrity, workflows, reporting, and system governance; build practical workforce analytics; and oversee the employee handbook, PTO, work-from-home policy, leave, and regulatory HR compliance.

• Facilities and Office Operations — Oversee the Chicago office facilities function

Today: Facilities and reception are handled effectively at the operational level.

You'll: Provide oversight and strategic direction through direct management of the Receptionist / Facilities role; own vendor relationships tied to the office environment.

Management & Decision-Making Responsibilities

• Directly manage a two-person team: the HR Generalist and the Receptionist / Facilities role.

Today: An HR Generalist and Receptionist / Facilities role are in place.

You'll: Coach and develop the HR Generalist; build cross-training so HR operations continue when team members are out; provide direction to the Receptionist / Facilities role; and run both the strategic and day-to-day sides of the function.