[All remote jobs](https://jobicy.com/jobs.md)[![Launch Potato logo](https://jobicy.com/data/server-nyc0409/galaxy/mercury/2025/06/30f8890f-221-1.png)](https://jobicy.com/company/launch-potato.md)[Launch Potato](https://jobicy.com/company/launch-potato.md) # Director of People Review the role, location requirements, compensation details, and application process before deciding whether this opportunity fits your next career move. [Apply for this job](#job-application)[View company](https://jobicy.com/company/launch-potato.md)ShareRemote from[USA](https://jobicy.com/job-region/usa.md)SalaryUSD 170k–190k / yrDepartment[HR & Recruiting](https://jobicy.com/categories/hr.md)EmploymentFull TimeExperienceDirectorPublished25 Oct 2026Apply before24 Nov 2026Listing views43Application actions1Application toolkit ## Make your next move. Prepare your resume, explore your fit, and draft a cover letter for this opportunity. AI Summary ## The role, at a glance. Launch Potato is hiring a Director of People to own performance management, total rewards, HR compliance, manager enablement, and people-process tooling for a roughly 200-person company. This player-coach leader will run mid-year and annual performance cycles, oversee compensation bands and benefits renewals, close compliance backlogs, and develop an HRBP plus a Total Rewards and People Analytics lead. The role requires proven end-to-end ownership of multiple performance cycles at companies of 150+ employees, multi-state compliance experience, and the ability to defend compensation decisions with executive leadership. The environment is remote-first, high-accountability, technology-forward, and designed for a leader who can make durable systems more efficient without weakening their quality. ## Role DNA A quick view of the complexity, pace, ownership and collaboration implied by the job description. ### Job Complexity 5/5EasyHard ### Pace & Pressure 5/5RelaxedFast-paced ### Autonomy Level 5/5GuidedFull ownership ### Communication Load 5/5IndependentCollaborative AI insightThis is a broad, high-stakes functional leadership role spanning performance, rewards, compliance, systems, and team development. Success requires independent executive judgment, change management, and credible hands-on delivery in a fast-moving organization. ## Salary analysis Estimated compensation compared with the broader US market for similar roles. Estimated job median (per year)Market rate$180,000US market range (per year)$175k–$230k0$253.00k AI insightThe yearly pay period is inferred from the job context; it was not explicitly stated by the employer. The employer discloses a base-salary range of $170,000–$190,000 USD; the annual period is inferred from the base-pay amount and senior US Director-level context, while the bonus is stated separately and is not included. The midpoint is $180,000 per year. Estimated US market base pay for a Director of People with ownership of total rewards, performance management, and multi-state compliance is approximately $175,000–$230,000 annually. ## Core skills Skills and capabilities most closely associated with this opportunity. [Performance management](https://jobicy.com/jobs?search_keywords=Performance%20management.md)[Total rewards](https://jobicy.com/jobs?search_keywords=Total%20rewards.md)[Compensation benchmarking](https://jobicy.com/jobs?search_keywords=Compensation%20benchmarking.md)[Salary band design](https://jobicy.com/jobs?search_keywords=Salary%20band%20design.md)[Benefits administration](https://jobicy.com/jobs?search_keywords=Benefits%20administration.md)[HR compliance](https://jobicy.com/jobs?search_keywords=HR%20compliance.md)[Multi-state employment](https://jobicy.com/jobs?search_keywords=Multi-state%20employment.md)[I-9 compliance](https://jobicy.com/jobs?search_keywords=I-9%20compliance.md)[Manager enablement](https://jobicy.com/jobs?search_keywords=Manager%20enablement.md)[Calibration facilitation](https://jobicy.com/jobs?search_keywords=Calibration%20facilitation.md)[People analytics](https://jobicy.com/jobs?search_keywords=People%20analytics.md)[HR process automation](https://jobicy.com/jobs?search_keywords=HR%20process%20automation.md)[Change management](https://jobicy.com/jobs?search_keywords=Change%20management.md)[Team leadership](https://jobicy.com/jobs?search_keywords=Team%20leadership.md) Sample interview questionsDescribe a performance-management cycle you owned end to end for an organization of at least 150 employees.I would explain the cycle's objectives, timeline, manager training, calibration design, communications, rollout, and retrospective. I would quantify adoption, completion, quality, and manager-time outcomes, then describe the improvements I made in later cycles. How do you build compensation bands and defend compensation recommendations to a CFO? I combine reputable market benchmarks with internal leveling, budget capacity, pay-equity analysis, retention risk, and business priorities. I present the methodology, assumptions, scenarios, and financial trade-offs clearly so leaders can make a defensible decision. What is your approach to resolving a backlog of multi-state HR compliance work? I first inventory obligations by risk, legal deadline, employee impact, and ownership. I establish a remediation plan with documented controls for registrations, classifications, I-9s, postings, handbook updates, and ongoing monitoring so the backlog stays closed. Give an example of an HR process you automated or redesigned that achieved sustained adoption. I would describe the manual pain point, user research with managers, the tool or workflow introduced, and how I measured adoption and quality. I would also explain how feedback and governance kept the process useful after launch. How would you handle calibration when managers apply performance standards inconsistently? I would prepare managers with examples, rating definitions, and evidence expectations before the session. During calibration, I would facilitate direct comparison against common standards, document decisions and themes, and follow up with targeted manager coaching where inconsistency reflects capability rather than process. Opportunity details ## About this role. ### WHO ARE WE? [Launch Potato](https://launchpotato.com/careers?utm_source=greenhouse&utm_medium=jobpost&utm_campaign=careers-back-to-careers) is the discovery and conversion company. We reach tens of millions of people every month through our brands, including [FinanceBuzz](https://financebuzz.com/?utm_source=greenhouse&utm_medium=jobpost&utm_campaign=careers-to-brand), [All About Cookies](https://allaboutcookies.org/?utm_source=greenhouse&utm_medium=jobpost&utm_campaign=careers-to-brand), and [OnlyInYourState](https://www.onlyinyourstate.com/?utm_source=greenhouse&utm_medium=jobpost&utm_campaign=careers-to-brand). We turn that attention into real outcomes for our partners, some of the world’s leading companies. Our mission: create predictable, high-value customer acquisition at scale by connecting discovery, intent, and performance across category-leading consumer brands in finance, travel, and entertainment. We run profitable and bootstrapped, with a South Florida HQ and a remote-first team across 18 countries. ### WHY JOIN US? You own outcomes here, not tasks. We measure work by impact, not activity. The pace is real, and change is constant, so the people who do best turn change into opportunity instead of waiting for it to settle. Feedback runs direct and lands with respect. Ordinary people make themselves extraordinary at Launch Potato. Base salary: $170,000 to $190,000. Plus an annual bonus paid as a flat amount rather than a percentage of base. Launch Potato is about 200 people, profitable, and growing. The performance management system that got us here was built by our SVP of Talent, and he still runs it. That system becomes yours. You’re inheriting something that works. There’s a levels framework, a rating scale, a calibration process, and managers who have been through several cycles. It got us to 200 people. Your job is deciding what carries forward and change-managing the rest, across an org that moves fast and adopts new processes. We want someone who’ll find the version that works and then hold it there while the company gets good at it. If you want to own a function, make it extraordinary, and be judged on whether it actually got better, keep reading. ### Why This Seat * Real ownership, immediately. Performance, total rewards, and compliance are yours to own rather than support. You’ll defend a compensation number in front of a CFO who checks it. * An SVP who wants to hand this over. Not one who says that and then rewrites your deck. The explicit goal is that the HR function runs without him. * Executive reach by default. Calibration and leveling decisions live with the C-suite, and you present your own work. You won’t spend year one convincing anyone that performance management matters. * Leverage is part of the mandate, not a side project. We are tech-first and AI-forward, which means we can run lean teams and do more with less. You’ll push that further, build the tooling managers actually open, and make everything easier without taking substance out of it. Nobody will ask you to do it the slow way. ### How This Team Is Led From [Kris Osborne, SVP of Talent](https://www.linkedin.com/in/kristopherosborne/). I’ll tell you what I want and what the constraints are and then get out of the way. I don’t rewrite people’s work. If I disagree with where you landed you’ll hear it from me early, and if you still think you’re right then push back, because I’d rather change my mind than have you go quiet and build something you don’t believe in. I ask before I decide. When something changes the shape of this team the people on it hear it from me first and they get a real say in it, not a heads up after it’s done. I care about the outcome and I’m not going to do your job for you. Bring me a problem and I’ll work it with you, but I’m not going to take it off your plate and hand it back finished. I’m hiring this seat because I want someone we can all learn from. Bring me a better answer than mine and I’ll take it. ### What You’ll Bring All required. * A full performance cycle you owned end to end, not supported. Owned more than once, at 150 people or more. Design, timeline, manager prep, calibration, rollout, retro. * Compensation and benefits you’ve owned. Band design, benchmarking methodology, benefits renewals, the annual comp cycle. You can defend a number to a CFO. * HR compliance as standing scope, not as a project. Multi-state registration, I-9, handbook, classification, postings. You’ve inherited a backlog and cleared it. * A people system that outlasted you. Built, adopted, and still recognizable two cycles later. * Leverage you built that people adopted. You’ve automated or rebuilt part of a people process so it ran faster, the quality held or improved, and the team actually used it. Adoption is the test here, the same way durability is the test above. * Experience taking a company our size to materially larger, on headcount or revenue, more than once. You know what breaks first at the next stage because you’ve watched it break. * Empowered your team to raise the bar. You have clear examples of coaching, mentoring, and growing a team that created extraordinary outcomes. This is a player-coach seat. Managers here lead a team and deliver work personally, at every level. ### Nice to Have * You have opinions about what performance management gets wrong, and specific examples of what you changed * You can tell a process problem from a manager-capability problem, and you fix the right one * You’re the person who says the uncomfortable thing in a calibration room ### What You’ll Own Performance management. The mid-year and annual cycles end to end: design, timeline, communication, execution. What the cycle needs to produce and what to cut. A timeline published early enough that managers plan around it. The retro after each one, and the judgment about when a change is warranted and when to leave it alone. Total rewards. Band design and the benchmarking methodology behind it. Benefits renewals and the economics underneath them. The annual comp cycle, with leveling and pay kept connected. Compliance. Multi-state registration, I-9, handbook, classification, postings. The current backlog, plus the escalation and coverage protocols that follow it. Manager enablement. Preparing managers for real performance conversations, including the one where someone rated themselves higher than their manager did. The calibration process, including where two managers apply the same bar differently. Playbooks and self-service resources so a manager gets an answer without booking a meeting. Standing support for the roughly three dozen front-line managers who get it reactively today. Leverage and tooling. Finding the parts of everything above that shouldn’t be done by hand, and fixing them. Building what a manager will actually open rather than what looks good in a demo. Taking time out of the cycle while the conversations get better rather than thinner. The team. An HR Business Partner and a Total Rewards and People Analytics lead. Both are strong at what they do and both have room to grow. You set their decision rights: where they decide, where they recommend, where it comes to you. ### What Great Looks Like In your first year: * The annual cycle ships on your timeline and you own it * Managers are calibrated before the cycle rather than corrected after it * Every person leaving a check-in has one clear thing to work on, and the conversation that produced it was a real one * The compliance backlog is closed and stays closed * The cycle costs managers less time than the year before, and the conversations are better rather than thinner * Your two reports hold more decision authority than they did at the start ### This Isn’t the Right Seat If * This would be your first Director-level people role * You lead with policy and risk. Compliance is required here and it isn’t the center of the work * You want to redesign the cycle every year * You see tooling and automation as somebody else’s job * You’re looking for a recruiting role. Recruiting sits elsewhere in the function Want to accelerate your career? Apply now! Since day one, we’ve been committed to having a diverse, inclusive team and culture. We are proud to be an Equal Employment Opportunity company. We value diversity, equity, and inclusion. We do not discriminate based on race, religion, color, national origin, gender (including pregnancy, childbirth, or related medical conditions), sexual orientation, gender identity, gender expression, age, status as a protected veteran, status as an individual with a disability, or other applicable legally protected characteristics. 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