Chief People and performance officer

We're hiring a Chief People & Performance Officer at POWR.

POWR is one of the fastest-growing creator-led companies in the region operating at the intersection of content, culture, sponsorship, and commerce. We manage top-tier creators and build scalable IP across platforms.

We're entering our next phase of growth. And we need someone to build the human system behind it.

What this role is about

This is not an HR administration role. This is an organizational architecture role. You'll be building the operating system that allows 100+ people across creative, commercial, and operational teams to perform at their highest level.

Five ownership areas:

Recruiting Design the end-to-end hiring system. Structured scorecards, workforce planning, employer brand, and a talent pipeline that attracts top performers before we need them.

Performance Management Build the framework that connects company strategy to individual output. KPIs, review cycles, calibration sessions, and PIPs that are clear, fair, and non-negotiable.

Career Ladders & Succession Every person at POWR should know exactly where they stand and what it takes to grow. You'll design that map and identify who's next for every critical role.

Talent Development Coaching programs, leadership tracks, and internal mobility systems that turn good hires into great leaders over time.

Compensation Philosophy Build a pay structure that rewards performance, not tenure. Transparent, motivating, and tied to real output.

Who we're looking for

at least +7 years building people systems inside high-growth, performance-driven organizations. Experience in media, tech, or fast-moving consumer environments is a strong plus.

You're a builder, not a policy writer. You're comfortable holding high performers accountable. You can work with both creative personalities and structured corporate teams and you bring out the best in both.

What success looks like in 1218 months

A hiring framework that runs without you in every decision. A performance system that managers actually use. Career ladders that reduce attrition. A culture where ownership is the norm, not the exception.