Senior People Business Partner (GTM)

Requirements

• You have 7+ years of experience in People Business Partnering or adjacent strategic People roles, including close partnership with senior leaders or executives
• You think in systems and outcomes, not tasks or programs. You naturally look for leverage and design solutions that scale
• You operate comfortably as a strategic owner, setting direction, making tradeoffs, and being accountable for results
• You bring strong business acumen and understand how talent, performance, and leadership decisions show up in execution, retention, and results
• You are fluent in experimentation as a way of working. You know how to define a hypothesis, design a test, establish success metrics and tripwires, manage stakeholders and communication, and decide what to scale, change, or stop based on evidence
• You use data to surface risks early, test ideas, and sharpen judgment, not to decorate decisions or wait for perfect certainty
• You are comfortable holding tension and leading high-stakes conversations with clarity and empathy, including performance, role scope, and exit decisions
• You collaborate deeply and deliberately. You pressure-test ideas, align stakeholders, and evolve shared systems without operating unilaterally
• You move with urgency, follow through reliably, and take full ownership of outcomes, not just recommendations
• You’re energized by ambiguity and prefer building what’s needed next over applying what worked somewhere else

What the job involves

• Our People Team exists to build Relay into a company that high‑performing, ambitious people actively choose and a place where they do career-defining work
• We’re hiring two Senior People Business Partners – one for our technical teams and one for our go-to-market/G&A teams – to help make that true at scale
• We don’t use the term "People Business Partner" the way many companies do
• Our People Business Partners operate as product managers for the people system, owning how talent, performance and impact, and leadership are designed, developed, measured, and improved in service of strategic business outcomes
• This role partners closely with Directors, VPs and select members of the executive team to design the conditions where high performers thrive: clear expectations, real ownership, fast feedback, high standards, and room to grow
• This role brings data, strategy, and strong judgment to shape teams that move quickly, raise the bar, and deliver meaningful results. This is not about maintaining programs. It’s about building an environment where great people do their best work
• Treat performance, talent, and leadership effectiveness as products with clear problem statements, success metrics, and data‑informed continuous iteration
• Own the multi‑quarter people strategy for your groups, setting priorities, sequencing work, and making tradeoffs to maximize business impact
• Own the systems that keep great talent performing, growing, and staying at Relay, in close partnership with Talent Acquisition and Talent Enablement
• Use experimentation as the primary mechanism for change: form hypotheses, run pilots with clear decision points, and scale what works
• Make people decisions for your groups while designing in close partnership with the People team, upholding and shaping shared standards, equity, and scalability across Relay
• Partner with Directors, VPs, and select executive leaders on org design, performance, succession, and leadership effectiveness
• Use data and context to surface risks, patterns, and leverage points before they become problems, bringing forward insights that sharpen decision‑making rather than reacting after the fact
• Bring clarity to ambiguous, high‑stakes decisions by framing tradeoffs, pressure‑testing assumptions, and focusing leaders on where action matters most
• Influence leadership thinking by combining data, judgment, and a clear point of view to improve decision quality in moments of growth, change, or tension
• Set and reinforce clear performance standards across your groups, shaping how leaders evaluate impact, potential, and role fit
• Improve the quality and timing of talent decisions by helping leaders diagnose issues early and act with clarity rather than delay
• Bring strong judgment to the most consequential People decisions, including role scope, succession, and exits, balancing fairness, team health, and business momentum
• Contribute to how performance is assessed and discussed across Relay by identifying gaps, testing improvements, and raising the bar for consistency and rigor