Head of People & Organization

Reflex Media, Inc.•, (Multiple States)

5d•$175,000 - $224,978•Remote

About The Position

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. 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.

Requirements

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

Nice To Haves

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

Responsibilities

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.
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).
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
Own the design of 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.
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.
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?
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?
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.
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.
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.