People & Talent Lead

Run full-cycle recruiting yourself - intake, sourcing, screening, interviews, offers, close - with minimal agency dependence.

Use AI to speed up sourcing and screening without cutting corners on candidate experience.

Own time-to-hire, quality-of-hire, and offer-acceptance as metrics you report on, not just track.

Taking care of onboarding, offboarding, contracts, payroll workflows, and policy from the ground up.

Automate wherever a human doing repetitive work is a design failure, not a staffing shortage.

Keep the HRIS audit-ready at all times - 100% data accuracy is the bar, not the aspiration.

Sit with team leads and execs on org design, structure, and talent planning as a daily practice, not a quarterly ritual.

Coach managers through feedback, conflict, and leadership growth - including the conversations they're avoiding.

Push back when performance calibrations skew too positive; you believe reviews should differentiate, not validate everyone.

Run quarterly check-ins, annual reviews, and 360° feedback that people actually find useful.

Build IDP-based development paths per role, and ship practical L&D (manager enablement, onboarding accelerators).

Turn people metrics into a running input to exec decisions on resourcing and structure.

Track record of building HR and recruiting processes from scratch - not inheriting and maintaining someone else's.

Real full-cycle recruiting experience: you can run a hiring process solo, end to end.

A stated point of view on performance management - you believe in differentiation, and you're willing to argue for it in a calibration room.

Comfort with ambiguity and a genuine excitement about using AI tools daily, not just tolerating them.

Fluent English and Czech.

Experience in a distributed, global org (EU / US / Canada).

Prior experience as a sole or founding people function, rather than one HRBP among many.

You want an established playbook and a team to run it - this role builds the playbook.

You'd rather administer a process than question whether it should exist.

You find it uncomfortable to tell a manager their team's ratings are too generous.