About the roleAs a Go-to-Market HR Business Partner, you'll be a trusted advisor, sounding board, and hands-on problem solver for leaders in your client group. This is an individual contributor role. You'll help leaders decide how to organize, grow, and lead their teams, bringing a point of view on the tradeoffs rather than simply executing the first request.
That starts with understanding the business problem. If customer coverage needs to change, for example, you'll help leaders clarify what's driving the change, weigh options for team structure and staffing, and work with them to put the decision into practice. The goal is to leave leaders better equipped to make the next decision, too.
In this role, you will- Help GTM leaders make better decisions about team structure, workforce plans, and hiring. Work with Finance and Recruiting to turn those decisions into plans the business can execute.
- Build leadership capability by giving candid, actionable feedback and coaching managers through complex performance, development, and succession decisions.
- Lead the people side of organizational changes, from planning and communication to clarifying roles and supporting teams through transitions.
- Work with regional HRBPs and People partners, including Compensation and Employee Relations, to apply consistent practices while accounting for local needs.
- Use workforce data, employee feedback, and business context to spot issues early, test assumptions, and track progress.
- Build simple systems and routines that help GTM teams scale. Improve how leaders review talent, spot emerging issues, and follow through on decisions.
You might thrive in this role if you- Have partnered with senior leaders as an HRBP in a fast-growing technology organization, with direct experience supporting Sales, Revenue, Customer Success, or a related GTM function.
- Understand how customer-facing teams are structured and how shifts in growth, customer coverage, or operating models affect what those teams need.
- Have led org design, workforce planning, talent reviews, or significant organizational change and can show how you turned a plan into action.
- Build trust quickly, challenge assumptions constructively, and influence decisions without relying on formal authority.
- Build trust with senior leaders, ask questions that get to the root of the problem, and challenge assumptions with care. You can lay out options, explain the tradeoffs, and influence decisions without formal authority.
