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The Opportunity

Lead all talent strategy and programs for Hut 8, a publicly traded energy infrastructure platform. This role operates differently depending on the domain.

In talent acquisition, your job is to make everyone else better at hiring. You build the systems, standards, and infrastructure that allow the talent acquisition partners to be at their best, hiring managers and leaders to identify and select A-players with confidence and speed. You set the quality bar, shape the candidate value proposition, and create the tools and processes that scale great hiring decisions across the business.

In talent management, you own the domain end to end. Performance, development, and leadership programs are yours. You define what good looks like at every level, build the systems that connect performance to pay and progression, and ensure the people we hire continue to grow once they're here. The outcomes here live with you.

Across both, you bring a commercial mindset to every workforce decision, knowing when to hire, when to build capability internally, and when technology can do the work instead.

What You'll Own

Talent Strategy

 Partner with Finance and functional leaders to translate business objectives into workforce plans - build vs. buy decisions, automation opportunities, and a clear commercial rationale for every hire

 Build a talent map of the organization: where we have the right people, where we're thin, and where technology or AI can replace or augment headcount rather than defaulting to hiring

Talent Management

 Design and implement the Hut 8 performance management system - built around peer feedback, clear performance standards, and direct connection to compensation decisions

 Build the annual performance cycle in Rippling: goal-setting, feedback, calibration, and pay linkage

 Build the promotion framework: clear criteria by level, transparent process, and a defined path from entry-level to senior individual contributor

 Own high-potential program and mentoring initiatives

 Develop leadership capability across the organization - programs and coaching for technical leaders and people managers

 Enable team effectiveness in a flat organizational structure with wide spans of control

 Create L&D strategy for critical capabilities (communication, influence, collaboration, project management) 

AI & Technology

 Identify and deploy AI-enabled tools that materially improve efficiency or quality in hiring, performance, or talent development - measurable impact, not technology for its own sake

 Continuously evaluate where technology can do work humans are doing today - and build that lens into workforce planning

Talent Acquisition Program

 Own the Hut 8 Way for hiring - design and embed a rigorous, consistent selection methodology (structured interviews, psychometric tools, case studies, AI-assisted screening) that becomes how every hiring manager evaluates talent

 Define what an A-player looks like at Hut 8 by role and level - quality is the metric that matters, not volume or speed

 Design the candidate value proposition - why the best people should choose Hut 8. Make the offering clear, compelling, and differentiated

 Support and develop the talent acquisition team (4 Talent Acquisition Partners + Talent Acquisition Program Manager) - set direction, raise the bar, and drive down agency use

What We're Looking For

Must-Haves

 10+ years in talent/people leadership roles or consulting, with experience across business strategy, program lifecycles, talent acquisition and/or talent development

 Commercially minded: understands the business deeply and translates strategy into workforce decisions - not just HR programs

 Talent development expertise: designed performance systems, built promotion frameworks, developed leadership programs

 High-growth company experience: thrived in environments scaling quickly

 Executive presence: can influence senior leaders, make the case for investing in people, coach executives

 Systems thinker: builds frameworks and processes that scale, not one-off solutions

 Player-coach mentality: hands-on when needed but knows when to delegate and develop the team

Who Thrives Here

 You bring a commercial lens to talent - you think about workforce decisions the way the business thinks about capital allocation

 You are a deep, first-principles thinker and well-read on current thinking around organizational talent and performance

 You move fast and aren't precious about perfection - you iterate and improve

 You're comfortable with ambiguity, getting and giving feedback and building from scratch

 You care about outcomes more than activity - you measure what matters

 You coach and develop people, not manage them

 You believe quality of hire is everything and are relentless about raising the bar

What Success Looks Like

First 90 Days

 Go deep on the business. Meet hiring managers, site leaders, and key executives - understand what each function needs to win commercially, where talent gaps are slowing us down, and what's actually broken in how we hire and develop people

 Immerse in Hut 8's culture and values (Start From Zero, The Best Idea Wins, All or Nothing, No Room for Ego). Develop a clear point of view on where culture is strong and where it needs reinforcement

 Build a talent map of the organization: Implement the 4 role archetype model and understand where we have the right people, where we're thin, where we're overpaying for capability we could build internally, and where we need to go to market for specialized talent we can't develop fast enough

 Conduct a landscape review of AI-enabled tools for performance, talent assessment, and talent acquisition - come back with a recommendation and implementation plan

First 6 Months

 Stand up a structured workforce planning process - partner with Finance and functional leaders to translate business objectives into headcount plans, build-vs-buy decisions, and a clear view of how technology can augment headcount rather than defaulting to hiring

 Build and launch the Hut 8 Way for hiring - a rigorous, consistent selection methodology embedded across every hiring manager. Define what an A-player looks like at Hut 8 by role and level. Train and embed it deeply

 Design and begin building the annual performance cycle in Rippling - goal-setting, peer feedback, calibration, and direct connection to compensation decisions

 Define the promotion framework: clear criteria by level, transparent process, and a timeline for the first promotion cycle

 Draft the Hut 8 performance philosophy: what performance means here, how we measure it, and how it connects to pay and progression

 Deploy at least one AI-powered tool that materially improves efficiency or quality in hiring or performance

First 12 Months

 Workforce planning is a living discipline - headcount requests are challenged against build-vs-buy analysis, automation opportunities are surfaced before roles are opened, and every hire has a clear commercial rationale

 Quality of hire is visible and tracked. Talent acquisition partners are accountable for the people they bring in - not just filling seats but landing A-players who perform and stay

 First full performance cycle completed in Rippling with strong adoption - performance calibrated and connected to compensation adjustments

 The Hut 8 Way is how we hire, full stop. Every hiring manager trained, process embedded, selection bar measurably raised

 First promotion cohort executed using the new framework - credible, transparent, and tied to performance data

 Leadership development and high-potential programs launched and delivering results

 AI tooling integrated into at least two of: workforce planning, talent acquisition pipeline, candidate assessment, performance analytics, or development planning

 Team is self-sufficient and operating at a high level - you're spending your time on commercial talent strategy, not execution

Why Hut 8?

 High-impact role: build talent systems from the ground up for a public company

 Dual mandate: support acquiring talent and own developing talent - rare opportunity to do both

 Growth phase: join during a pivotal scaling moment

 Executive access: report to CPO, partner directly with CEO and leadership team

 Location: Miami (Brickell)