Senior People Partner (Deployment)

• Be the People Partner for the teams that make Valon work: the ones deploying ValonOS, the ones selling it, and the ones running the company behind them
• You will be a trusted partner to leaders across Deployment and Implementation and the builder & owner of a People Programs roadmap for this group. You will help leaders make better decisions about organization design, workforce planning, manager effectiveness, performance, talent, and change—and then turn recurring needs into programs, tools, and operating rhythms that work in practice
• This role sits at the intersection of strategic partnership and program building: you will advise Deployment and Implementation leaders while creating the manager and talent practices the organization needs next
• This is a hands-on role for someone who can move between a senior leader conversation, a manager coaching session, and the details of shipping a program. You will work closely with the People team along with key stakeholders within Deployment and G&A
• Most People Partner roles tune an organization that is already stable. This one asks you to help build the organization while it is running
• Our Deployment teams migrate decades-old regulated operations onto ValonOS. One client called it “open-heart surgery while the patient is still walking around.” Timelines are tight, executives are watching, and many of the managers leading the work are managing for the first time. GTM is growing beyond founder-led sales. G&A supports a company whose business model is changing in real time
• That creates people problems that keep repeating: roles that need redefining after a reorg, managers who need better tools for feedback and delegation, talent decisions that need a consistent process. Your job is to spot the patterns and turn them into programs and operating rhythms that scale. The work sits close to company strategy, is visible to the executives you partner with, and lets you point to exactly what changed because of it
• Advise leaders on team structure, role clarity, spans and layers, workforce planning, headcount, and growth
• Help leaders navigate reorganizations, operating-model changes, and the periods of re-onboarding and clarification that follow them
• Bring a clear point of view on manager effectiveness, team health, retention, and talent risks
• Translate business plans and operating challenges into practical people decisions
• Create and improve a manager-development program that helps managers delegate, give feedback, manage performance, develop people, and lead through change
• Build a practical learning and development roadmap for Deployment and Implementation, including manager learning, role-specific development, and career growth
• Equip managers with playbooks, tools, training, and recurring forums they will actually use
• Coach managers and leaders directly on difficult people and leadership situations
• Own the annual and quarterly roadmap for manager capability, learning and development, performance and talent practices, and organizational change support for the client group
• Strengthen performance management, talent reviews, development planning, promotion readiness, and succession thinking
• Turn recurring employee or manager challenges into scalable programs, templates, and operating rhythms
• Build regular listening loops with employees and managers; synthesize feedback and organizational data into clear themes, prioritized actions, and program improvements
• Measure whether programs are improving manager effectiveness, development, retention, engagement, and team health; use the evidence to iterate
• Independently manage employee-relations matters from intake through resolution, including performance and conduct concerns, workplace conflict, and policy interpretation
• Lead investigations and make sound, timely recommendations, partnering with Legal or People leadership on sensitive or high-risk cases
• Coach managers through difficult conversations and documentation, ensuring fair and consistent outcomes
• Partner with People Operations, People Relations, Talent Acquisition, and Legal on programs and complex situations
• Bring structure and judgment to ambiguous, high-stakes, and fast-moving work
• Make evidence-based people decisions: use employee feedback and organizational data to identify patterns, prioritize work, and communicate tradeoffs
• Help the People team build a consistent, high-quality experience for leaders and employees as Valon grows
• What success looks like in the first year
• Deployment and Implementation leaders see you as a trusted, high-judgment partner
• The group has a clear People Programs roadmap with visible ownership, priorities, and measures
• Managers have stronger tools and habits for feedback, performance, delegation, development, and leading through change
• A practical learning and development approach is in place and being used
• Reorganizations and operating-model changes are supported with clearer role definition, communication, and re-onboarding
• Performance and talent practices are more consistent and useful to leaders and employees
• You can show what changed, what worked, and where the next investment should go

Benefits

• Compensation: You’ll receive a highly competitive compensation package with room to grow.
• Time Away: We offer a generous PTO program, sick time, and company holidays.
• Flexible Work: Remote, hybrid, or in-office. We’ve got it all and aim for you to work where it works. Where possible, we offer geographic flexibility.
• Health Benefits: Health, dental, and vision insurance are all company-sponsored to keep you healthy and strong.
• Parental Leave: Birthing and non-birthing parents receive 12 weeks of fully paid time to welcome a new child.

• 8+ years of experience in an HRBP, People Partner, or equivalent role, with meaningful experience advising senior leaders and executives
• Mortgage or financial-services experience is helpful, but not required. You do need to learn a complex business quickly and care about how the work gets done
• Hands-on experience independently managing employee-relations matters, including investigations, performance and conduct issues, and manager coaching
• Experience supporting an operationally complex organization such as deployment, implementation, professional services, operations, or a similarly cross-functional environment
• Strong judgment and comfort operating in ambiguity, with the ability to move from strategy to execution without losing the thread
• Strong written and verbal communication, discretion, and empathy
• A track record of building and shipping people programs, especially manager development, learning and development, performance, talent, or organizational change programs
• Excellent manager-coaching skills and the ability to earn trust while being direct about hard issues
• Willingness to work in person with the team in New York City
• Synthesize people data, employee and manager feedback, and business context to diagnose root causes, recommend targeted action, and measure impact
• An AI-forward mindset and practical fluency with AI tools; able to identify where AI can improve People programs, manager enablement, and team workflows while protecting confidential employee information and keeping human judgment central
• Experience with organization design, workforce planning, performance management, talent reviews, and change management