SEEKING.COM

Head of People and Organization

Location: Remote, US.

Company: Seeking.com, STNDRDS, and Standards.com (combined US operating organization)

Reports to: Co-CEOs

Type: Full-Time, Exempt

Compensation: $175,000 to $225,000 base

About Us

Seeking.com is the world's largest premium dating platform, founded by an MIT alumnus and headquartered in Las Vegas. STNDRDS is our consumer media brand. Standards.com is our independent news publication. Together they form a combined US operating organization built on a single premise: we exist to create value for the people we serve, not to extract it from them.

We are 50 to 60 employees today, split between the Las Vegas office and remote roles across the country, and we expect to grow past 100 in the next twelve months. Even as we scale, we intend to stay relatively small. AI leverage plus constant adaptation lets us. Our growth comes from making sure the people we have are the right people, operating at 10x or 100x of what a conventional role produces.

The Opportunity

You are broader than a traditional HR leader. You own the effectiveness of the human organization itself and of the individuals inside it: the right people, in the right roles, with the right structure, skills, incentives, and accountability to execute the company's strategy.

The core question you carry every day:

Do we have the right organization, and the right people operating at their highest capability, to accomplish what we are asking the company to accomplish?

Three structural choices shape how you work. The Value Creator System is our ownership model: operators earn gain share based on demonstrated repeatable value. The Certainty Framework is our operating philosophy: create the conditions for eustress and eliminate structural sources of distress. The 10x Operating Principle means growth comes through leverage per person, not headcount.

Who We Are Looking For

You are a mid-career superstar with startup or high-growth experience. A builder, not an inheritor. Not a career HR executive from a large public company. You are passionate about human psychology and systems design mixed into one. You have redrawn an org chart when the current one no longer fit the strategy, without setting off a fire drill.

You understand deeply what makes people effective and what makes them ineffective. Not at a slogan level. At a working level. You can watch a manager run a 1:1 and name the two things they need to change. You can look at how an employee organizes their day, their inbox, or their thinking, and see the specific habits limiting their output. You have designed and rolled out training that upgrades those skills, and you have measured the change.

You have a diagnostic framework for underperformance: is this an employee issue and if so what specifically, is it a manager issue and if so what specifically, what is the root cause, and what is the solution.

You use AI in your practice today and have a considered view on what AI-native actually means. You have distributed workforce experience at scale. An Organizational Psychology, Industrial-Organizational Psychology, or behavioral science background is a strong plus.

You put mission before money. Gain share when the value shows, not guaranteed comp regardless of outcome. If a candidate reacts with 'but where is the equity story,' they are not the person.

What You Will Own

Organizational Design and Organizational Health

You own the organizational architecture. Continuously evaluate whether we have the right departments, leadership structure, defined responsibilities, no overlaps, no gaps, no unnecessary layers, and whether we are organized around today's needs or yesterday's. When something feels wrong, you are the company's organizational doctor: diagnose whether it is the wrong person in a role, poor structure, a weak manager, misaligned incentives, communication breakdown, cultural dysfunction, or something else, and recommend the intervention.

Talent Strategy: Selection and Structural Design

The goal is not headcount. It is capability per employee. Own recruiting strategy, executive and leadership hiring, critical-position recruiting, high-potential identification, succession planning, retention, and addressing chronic underperformance. Selection filters in mission-first, performance-driven operators and is an active turn-off for people motivated by title, money, or the appearance of contribution. Structural design keeps those people from burning out through four Certainty Framework principles: sufficiency (a real floor), identity decoupling (worth not fused to outcomes), immediate feedback (uncertainty stays low), and optionality (leaving is dignified and possible).

Individual and Team Effectiveness

Most employees, including our leadership, have room to become dramatically more effective at the fundamentals: how they organize their work, focus their attention, solve problems, and communicate their thinking. You own the diagnosis and the upgrade:

• Diagnose capability gaps that limit output: personal organization, focus, prioritization, decision quality, communication, feedback delivery, problem-solving, presentation and synthesis
• Design and roll out training and coaching that close those gaps. Simple frameworks people actually use, not corporate L&D theater
• Define what 'effective at Seeking' looks like at each level. Make it measurable
• Build the habit of simpler over more complex. A one-slide five-bullet answer over a twenty-page document
• Coach the Co-CEOs directly on their own operating habits when relevant. That is part of the job, not a boundary

Communication Systems and Norms of Excellence

How people communicate at Seeking is a system, and you own its design: how we give and receive feedback, how we speak up, how we present information, how we run meetings, how information flows.

Reset the norms so excellence is the polite behavior. It is impolite to sit through a meeting you are not adding to; leaving is the polite move. It is impolite to hold back a concern or idea to avoid friction; raising it is the polite move. Design these norms explicitly and reinforce them until they become how people actually behave.

Planning, Reporting, and Operating Systems (in partnership with Program Management)

Program Management owns the executive strategic planning process and the executive operating cadence. You own how the vision, OKRs, and priorities land with the rest of the organization, how teams plan their week and day, how work and outcomes get managed below the executive layer, and how information reports up cleanly. Together you close the loop from vision to daily execution.

Performance, Feedback, and Management Effectiveness

Build the systems that let the company manage performance effectively. The Certainty Framework rejects annual reviews, stack rankings, and identity-fused evaluation. Design what replaces them: continuous, lightweight feedback close to the work; observation not verdict; inputs measured alongside outputs; growth as the metric. The objective is an environment where every employee can answer four questions clearly: What is expected of me? How is my performance measured? What happens when I perform exceptionally? What happens when I do not perform?

Managers are the primary lever. Own manager development, delegation standards, 1:1 effectiveness, coaching, and manager performance evaluation. Continuously ask: are our managers making their teams more effective, or less effective?

Compensation and Incentives

Own the architecture of compensation and incentives: salary bands, market benchmarking, bonus structures, gain share philosophy and design (the Value Creator System, operationalized), promotion criteria, performance-based compensation, internal equity, and incentive alignment. Ensure the company financially rewards the behaviors and outcomes that create the most value.

Employee Lifecycle, Talent Development, and Employer Brand

Own the full lifecycle from acceptance through departure. Scale onboarding. Build stay interviews, career conversations, internal mobility, and offboarding that treats exit as dignified. Own career path frameworks, succession planning, and the Associates Program for early-career talent. Shape how the combined organization presents itself to candidates.

Distributed Operating Model and Team Leadership

Own the systems that make a remote-plus-Vegas company work. Assume this is solved in principle and unsolved in practice at most companies. Solve it here. Lead and grow a small People team. Make the case for future hires (HR Coordinator and Training & Development Partner) with the same rigor you expect from every hiring manager. Run this function lean.

Qualifications

Required

• 8+ years of progressive People or HR leadership, including 3+ years at Director or Head-of-People level
• Track record owning organizational design, including redrawing an org chart when the strategy demanded it
• Track record designing and rolling out training or coaching programs that measurably upgraded individual and team effectiveness
• Built People systems from scratch in startup or high-growth environments
• Designed and launched a manager development program, not just training sessions
• Track record diagnosing organizational dysfunction and prescribing effective interventions
• Strong analytical capability, executive presence, and active AI proficiency with concrete examples
• Bachelor's degree in Human Resources, Business, Psychology, or a related field

Preferred

• Master's or doctoral training in Organizational Psychology, Industrial-Organizational Psychology, or behavioral science
• Experience designing compensation models that include gain share or other outcome-based structures
• Experience designing communication norms or cultural operating principles that changed how a company actually behaved

Compensation

Base is $175,000 to $225,000, commensurate with experience. Gain share rewards demonstrated repeatable value. If you deliver, total compensation is significantly larger than the base. Full benefits include health, dental, and vision insurance, 401(k), flexible PTO, and a fully remote environment.

Seeking.com is an equal opportunity employer.