Ops Manager - People Success

Morpho•New York, NY

3d•Remote

About The Position

As Morpho grows, we want to keep the way we operate simple: give managers and team members the tools to make good people decisions themselves and be more autonomous and effective, rather than building a large HR function around them. You will help build the People infrastructure that makes this possible. This is a high-ownership role at the intersection of People, operations and product thinking. You will own People products end-to-end — from understanding where managers or team members are struggling, to designing a solution, rolling it out and improving it based on feedback. This can range from making onboarding work seamlessly across teams and geographies, to improving how we manage compensation, People data or internal tools.

Requirements

Experience in general operations (Chief of Staff, Ops Manager) or People Operations, or as a leader who has owned People topics directly
Strong analytical and modelling skills, comfortable with numbers
Track record of earning trust and managing stakeholders across an organisation, including senior ones
Tech-savvy: proactive with new tools, AI and automation
Reasons from first principles and handles exceptions with logic rather than personal discretion
Values simplicity and cuts process where process is not needed
Understands a strong culture and carries it without trying to reinvent it
Resilient to feedback on topics where everyone has an opinion
Strong ownership and autonomy
Low ego

Responsibilities

Own the onboarding experience, coordinating managers, IT and the Ops team so every owner knows what to do and nothing falls through
Keep onboarding content current as the organisation changes, and run a feedback survey with new joiners to find what actually slowed them down
Maintain the People databases as a reliable single source of truth, with clear ownership of every update, so the team can trust the data
Structure People information so it can be accessed through AI and reduce manual requests
Keep compensation and incentives up to date with market practices
Be the go-to point for People questions from contributors and managers, answering directly or dispatching to the right owner
Turn recurring requests and friction into better documentation, process or tooling, so managers become more capable rather than more dependent on People
Take on ad hoc People infrastructure projects where they create the most leverage for managers or remove the most recurring friction