Director, Talent Management

Riveron•Atlanta, GA

About The Position

The Director, Talent Management serves as a critical business partner to the CEO, Executive Leadership Team (ELT), and firm leaders. This role leads performance management and talent lifecycle activities for Managing Directors (MDs) and MD+ populations, ensuring alignment with firm strategy, business objectives, and a consistent experience across segments. This leader will drive the evolution of Riveron’s talent processes—bringing rigor, insight, and high-touch partnership to elevate performance, development, and succession across the organization. Reporting directly to the Senior Director of Resource Management, the Director, Talent Management will navigate highly confidential and complex people matters with exceptional judgment, emotional intelligence, and business acumen.

Requirements

High emotional intelligence with a presence that conveys credibility, trust, and sound judgment.
Deep understanding of professional services, client delivery models, and performance dynamics in a consulting environment.
Strong business and financial acumen with the ability to interpret metrics and guide talent strategy accordingly.
Experience partnering with senior executives and influencing at all levels of the organization.
Exceptional discretion with sensitive, confidential information.
Operationally strong with the ability to design, implement, and optimize talent processes that scale.
Skilled at prioritization, negotiation, and managing multiple, competing business needs.
Thinks strategically and operates with a high level of ownership.
A natural coach and mentor with the ability to challenge constructively and supportively.

Responsibilities

Serve as a trusted advisor and strategic partner to the CEO, segment leaders, and the ELT.
Proactively identify opportunities for process improvement and enhance leadership effectiveness within a fast-paced, professional services environment.
Provide objective guidance on decisions grounded in data, performance insights, and an understanding of firm culture, values, and DE&I priorities.
Lead and continually enhance a best-in-class performance management function dedicated to the MD and MD+ population.
Serve as a deeply engaged, senior-level resource who ensures year-round visibility, coaching, maintenance, and support around MD performance.
Partner closely with Finance to source, validate, and share quantitative performance metrics regularly and on demand.
Deliver clear analyses and insights to leadership that enable accurate tracking, real-time feedback, early identification of issues, and recognition of strong performance with the MD/MD+ community.
Collaborate with the CEO and ELT to set expectations, communicate progress, and manage performance cycles end-to-end.
Act as a performance advocate, supporting leaders and MDs to drive growth, development, and overall success.
Evaluate and update MD performance profiles, metrics, and weightings to align with firm strategy and evolving business needs.
Partner with HRBPs and Compensation to design, communicate, and execute all performance-related processes (scorecard creation, data feeds, check-ins, year-end reviews, calibration sessions, etc.).
Own and drive the complete MD/MD+ scorecard lifecycle, ensuring clarity, accountability, and alignment across segments.
Collaborate with the ELT and segment leaders on scorecard inputs, priority areas, and weightings—ensuring consistency and a firmwide perspective.
Serve as the central coordination point and provide ongoing visibility into performance (aligning with Finance on data inputs), which allows for dialogue with the MDs and leadership on where intervention/engagement is needed.
Facilitate ELT discussions, performance readouts, and feedback loops to maintain visibility into progress and areas of intervention.
Establish a consistent, standardized approach to MD integration and talent evaluation across all segments.
Provide independent, objective insight into MD performance—recognizing that data is informative but not always definitive.
Support leadership in understanding top and bottom performers, contextualizing results, and ensuring fair, productive dialogue about talent decisions.
Partner with segment leaders and the ELT to assess succession scenarios, evaluate MD+ pipeline strength, and identify future leadership candidates.
Develop plans to accelerate readiness for key roles (account, channel, market, etc.) and ensure long-term bench strength for the firm.