HR Business Partner – Employee Success

IJW Whiskey Company, LLC•Beverly Hills, CA

15h•Onsite

About The Position

The HR Business Partner – Employee Success serves as a deeply embedded people partner across the four Operating Companies, acting as the CPO’s primary source of insight into how the organizations are functioning at the employee and team level. This role is responsible for understanding what is actually happening inside each OpCo—not just at the leadership level, but across teams and individual contributors. The HRBP will build trusted relationships throughout the organizations, identify risks to employee success and performance, and proactively surface issues related to structure, collaboration, leadership, and execution. In addition, this role owns cross-department collaboration effectiveness, working closely with leaders and teams to identify breakdowns, improve ways of working, and ensure departments are set up to operate efficiently together.

Requirements

7–10+ years of progressive HR experience, including HR Business Partner roles with significant employee-facing responsibility.
Demonstrated experience building trust across all levels of an organization, including frontline employees and senior leaders.
Strong ability to diagnose organizational and collaboration issues that go beyond surface-level symptoms.
Experience supporting multi-department or multi-entity organizations.
Proven judgment in handling sensitive employee and leadership matters.

Responsibilities

Embedded OpCo Partnership & Organizational Insight
Act as a consistent, visible HR presence across all four Operating Companies, building strong working relationships with leaders, managers, and employees at all levels.
Invest time in getting to know the key players within each OpCo, including formal leaders and informal influencers, to understand how work truly gets done.
Develop a deep understanding of each OpCo’s operating model, team dynamics, leadership styles, and cultural norms.
Serve as the President’s “eyes and ears” by gathering real-time insights into what is working well, what is not working, and where friction or risk exists.
Identify patterns across OpCos related to morale, engagement, performance, leadership effectiveness, or structural breakdowns, rather than treating issues as isolated incidents.
Employee Success & Risk Ownership
Own employee success risk across the OpCos, regardless of where that risk originates, including leadership issues, role clarity problems, workload imbalance, interpersonal conflict, or structural misalignment.
Proactively identify employees or teams at risk of disengagement, underperformance, burnout, or attrition, and partner with leaders to intervene early.
Serve as a trusted resource for employees, providing guidance, context, and escalation when appropriate while maintaining discretion and professionalism.
Partner with managers to address performance issues in a way that is fair, consistent, and aligned with company expectations, while also identifying root causes beyond individual behavior.
Escalate systemic or repeated risks to executive leadership with clear recommendations rather than simply reporting problems.
Cross-Department Collaboration Ownership
Own the effectiveness of cross-department collaboration across the OpCos, with accountability for identifying where handoffs, communication, or decision-making break down.
Observe and diagnose collaboration challenges between functions, such as unclear ownership, competing priorities, misaligned incentives, or lack of shared processes.
Partner with functional leaders to design and implement improved ways of working, including clearer decision rights, better meeting structures, or revised workflows.
Facilitate cross-functional conversations and working sessions to resolve friction and align teams on shared goals and expectations.
Continuously evaluate whether departments are structured and incentivized to work together effectively, and recommend changes when they are not.
Responsible for all internal communication strategies from leadership to employees.
Structural Improvement & Problem Solving
Translate employee- and team-level insights into actionable recommendations for organizational or structural improvement.
Partner with the Org Effectiveness HRBP and executive leadership to recommend changes to roles, reporting lines, team structures, or processes that will improve execution.
Identify when issues attributed to “people problems” are actually rooted in unclear structure, poor role design, or misaligned leadership expectations.
Support implementation of approved structural or process changes by working closely with leaders and teams to ensure adoption and clarity.
Leadership Partnership & Influence
Serve as a trusted advisor to OpCo leaders by providing honest, grounded feedback on how their teams are experiencing leadership and organizational decisions.
Coach leaders on how to address employee concerns, improve team dynamics, and lead through change more effectively.
Balance advocacy for employees with accountability to business outcomes, ensuring that interventions support both people and performance.
Maintain strong alignment with the President and the Org Effectiveness HRBP to ensure insights and actions are coordinated rather than fragmented.
Reporting & Executive Communication
Provide regular, structured updates to the President on:
Employee sentiment and emerging risks
Cross-functional collaboration effectiveness
Leadership and team-level challenges
Recommended interventions or structural changes
Clearly distinguish between isolated issues and systemic patterns, helping leadership focus attention where it will have the greatest impact.
Communicate insights with discretion, clarity, and a solutions-oriented mindset, avoiding unnecessary noise while ensuring critical issues are not missed.