Today there is a solid, committed People team, distributed across HQ, EU, LATAM, and the United States, but without a global system that unifies levels, compensation architecture, performance evaluation, onboarding, and management training. The person joining as General Head of People will be the first person responsible for building that system at a global scale, and will do so at the moment of greatest growth in our history

They will report directly to the CEO, building the organization's people direction, and will collaborate directly with the rest of the leadership team. They will also be responsible for our current globally-scoped People team, made up of both the Headquarters team and the teams across the different geographies where we operate

We are not looking for someone who wants to focus on administrative processes, nor someone who prefers to design and delegate. We are looking for someone who knows how to move between strategy and execution: someone who understands the day-to-day of the business in depth and wants to make People a strategic function and key ally to the business

Our philosophy is clear: we believe in empowering managers as the ultimate owners of their teams' people. We want to find the balance between process and bureaucracy and move at high speed. This person will play a key role in establishing the frameworks and structure needed so that speed doesn't compromise quality, so we continue to care for our talent and culture, and so we maintain our bar of excellence as we grow the team

At this pivotal moment for Innovamat, we're looking for someone who will take on this challenge as their own and be able to mobilize and make an impact across the entire organization

People Strategy, Architecture & Organization

Design the first levels and compensation bands architecture for all 9 countries

Define which metrics we monitor and with which tools, consistently

Define the framework for the benefits architecture by country, setting common principles at a global level, with the flexibility needed to adapt to each market

Redesign the performance evaluation system,



with two annual cycles and real calibration across departments and geographies

Implement an executive people analytics dashboard for the CEO and the Leadership Team with key metrics

Maintain the balance between organizational growth and as flat a structure as possible, establishing the minimum bureaucracy needed at each stage

Track spans, layers, and revenue per employee as core metrics

Identify management needs before they become a problem

People Business Partnering & Development

Lead the global team of People BPs (HQ, Spain, Italy, LATAM, US)

Build the management training program

Implement a systematic, measured onboarding process across all countries

Define a system to identify top performers and cases of underperformance

Develop the employer brand and our own talent pipeline at a global level

Talent Acquisition

Lead the global Talent team (HQ, Spain, Italy, LATAM, US)

Own the hiring standard, consistently evaluating each candidate’s purpose, learning ability, and reliability, with a unified criteria across countries

Define and track hiring metrics

Prioritize closing critical positions in product, artificial intelligence, and the United States market

People Operations, Processes & Employee Support

Define the company's people rhythm: what cycles exist, when, and who runs them, at a global level

Maintain a small number of processes, with a high/flawless execution standard across all geographies

Ensure consistency and internal communication across our three markets (HQ, Spain, Italy, LATAM, and the United States) with three different languages in use

Define and roll out the method for communicating complex organizational decisions

Partnering with the Leadership Team

This is the most valuable part of the role and the one that takes the longest to develop.



It will unfold in the following phases:

Phase 1: Contribute, together with the CEO, to designing the Leadership Team's performance evaluation framework, as a specific application of the company's general evaluation system

Phase 2: Develop the Leadership Team's evaluation cycles, in collaboration with the CEO, with increasing autonomy as the cycles mature

Phase 3: Act as People Business Partner to the Leadership Team, responsible for providing data-driven assessments on the performance and continuity of its members

Benefits

Flexible schedules

Personal and professional development and growth plan

Young, enthusiastic and dynamic environment

Innovamat Retreat at least a couple of times a year

Team building days

All the coffee, water, milk and tea, separately or mixed, that you can drink

Experience in top-tier strategy consulting, followed by an operational stage4+ years of experience leading people or project teams with real business accountability (P&L;, budget, or quota). A background in HR is strongly preferred, but not required.

The following will be positively valued

Experience in compensation, leveling, or performance evaluation systems, ideally across several countries

Prior experience in international organizations or in expanding markets, particularly the United States

5 to 10 years of work experience building or leading people systems, teams, or processes from scratch

Experience operating in multi-country environments, with teams and stakeholders across different geographies and time zones

Excellent communication skills at all levels of the organization An interest in the education sector and genuine motivation and commitment to the project will be positively valued

Fluency in English and Spanish is required. Catalan is a plus

Ability to operate under pressure, at a fast pace of growth, and in an environment of ambiguity and quick decision-making

Analytical rigor and a data-driven approach to decision-making

Ability to dive into detail, hold a high execution standard, and connect teams to the company’s vision

📌 Global Head of People & Organization (Madrid)
🏢 Innovamat Education
📍 Madrid