• Own all performance cycles – Lead mid-year, year-end, and intern performance cycles from start to finish. This includes aligning stakeholders on purpose and timelines, driving communications, configuring and updating systems, prepping calibrations, and coordinating across teams. You’ll make sure the process is clear, aligned to business priorities, and easy for managers and employees. • Manage promotion, compensation, and performance workflows – Partner closely with Compensation, People Business Partners (PBPs) and other teams to ensure performance data is accurate, promotion and comp workflows run smoothly, and consistent follow-through on talent actions. • Build and maintain talent review and retention programs – Own talent reviews, top talent programs, and proactive retention efforts. Create a clear, consistent approach to identifying high performers and planning ahead as the company grows. • Run listening programs – Execute the Culture Survey and smaller, program-specific pulse surveys. Partner with Communications, People Analytics, and PBPs to analyze results and share clear, actionable insights with leaders. • Improve how things work for managers – Ensure data integrity, streamline processes, connect new-hire assessments to ongoing performance, and build practical resources that help managers have better conversations. • Partner closely across the business – Work day to day with PBPs and cross-functional teams (Comms, Compensation, People Ops, Finance, Systems) to make sure talent programs support real business needs. • Continuously improve our programs – Use data and employee feedback to spot patterns, call out what’s working (and what’s not), and recommend improvements. Test ideas, pilot changes where it makes sense, and refine what works over time. • Deeply understand the business – We’re building for both the short and long term, so knowing where the business is headed (and the nuances along the way) is critical.