Head of People Operations

Atlas is the concierge charge card for high-net-worth individuals and their companies. We pair 24/7 concierge access with no-preset-limit spending, giving members insider access to dining, luxury travel, and experiences that are otherwise impossible to get. We've crossed $1B in annualized transaction volume and are backed by Y Combinator, Elad Gil, O1 Advisors, Eric Schmidt, and other leading fintech and consumer investors. The team is lean, senior, and fast-moving, with experience across Apple, Robinhood, Rimowa, and more.

This is the person who makes Atlas run at the highest level. You'll build the people function from scratch and own the discipline behind how we measure performance, design the org, and tie every hire to growth and profitability. Reporting to the VP of Finance, you'll operate as a hands-on builder, not a manager of a team. At our stage, you write the offer letter and run the calibration session in the same week.

This is not a traditional HR role. It is a business-critical performance function focused on clarity, accountability, and execution.

• Build and enforce KPI frameworks across every team

• Identify underperformance early and drive improvement plans or transitions

• Partner with Finance to tie team performance to economic output

• Ensure clear ownership, roles, and accountability across all functions

• Build and manage headcount planning in partnership with Finance

• Align hiring plans with budget, revenue goals, and TPV growth

• Own the end-to-end hiring process across all functions, with a data-driven approach to funnel and candidate tracking, including specialized roles in engineering, concierge leadership, partnerships, and senior finance

• Standardize interview processes and hiring criteria; build onboarding that ramps new hires fast

• Own employment compliance, offer letters, I-9s, and multi-state registrations, knowing when to build vs. outsource to a PEO

• Build career paths and progression frameworks that retain top performers

• Monitor engagement, workload, and risk; define and reinforce the operating culture as we scale

• You've personally built a performance or KPI framework and gotten a team to actually use it, not just administered someone else's

• You're numbers-native: comfortable modeling headcount against budget and revenue without flinching

• You've built a people or operations function from scratch at a 30-150 person company

• You move fast, carry low ego, and are equally happy in a spreadsheet and a hard conversation

• You think about people decisions in terms of company performance, not process for its own sake

• Clear, scalable org structure with real ownership across every team

• Measurable improvement in team performance against core KPIs

• Early, decisive handling of underperformance and operational gaps

• Increased retention of top performers

• Quarterly org reviews delivered to leadership; specialized hiring cycles kept tight