About the role

People Operations Lead managing employee relations and HR functions for a healthcare company serving autistic adults. Establishing scalable processes in a fast-growing environment.

Responsibilities

Lead employee relations end-to-end: Manage investigations, terminations, accommodations, and documentation in a way that is fast, calm, and legally defensible, containing issues before they escalate
Build clinician performance management systems: Design and run playbooks, decision trees, and templates so most performance issues are resolved without CEO or Head of Clinical Ops involvement
Operate company-wide people systems: Own PEO administration, payroll coordination, benefits administration, and policy documentation, ensuring clean execution across all employee lifecycle events
Scale clinician lifecycle operations: Streamline onboarding, leaves of absence, exits, and role/status changes; partner with Clinical Ops and Provider Growth to support rapid scaling to 1,000+ clinicians
Support compensation planning: Conduct competitive market reviews, help create pay bands and raise frameworks, and ensure compensation changes are executed cleanly
Build corporate people systems: Work directly with the CEO to establish consistent processes for the corporate team, including onboarding/offboarding, performance management, and structured feedback

3-6+ years of experience in people operations or human resources within a startup, consulting, or high-growth operational roles, with direct exposure to employee relations and pay/benefits administration
First-principles thinker: Does not default to "HR best practices"—digs into what's actually driving people problems, identifies what needs to be solved versus what's nice-to-have, and builds practical solutions for the context
Builds for scale: Designs processes that can handle 1,000+ clinicians, thinking through edge cases, failure modes, and handoff points rather than one-off solutions
Sound judgment: Applies good judgment in messy, high-stakes situations (performance issues, investigations, terminations); knows when consistency matters versus when nuance is required
High ownership: Extremely organized and reliable; owns the full people ops surface area, ensures nothing falls through the cracks, and escalates when issues carry material legal, financial, or operational risk
Bias for action: Moves quickly to contain people issues and establish clarity without creating downstream risk; comfortable with testing and iteration rather than perfect upfront design
Hands-on with systems: Comfortable managing PEO administration, payroll coordination, compensation data in Excel, and building trackers and formulas to identify trends.