Chief Human Resources Officer

Chief Human Resources OfficerAbout the CompanyA nationally recognized organization headquartered in the Salt Lake City metropolitan area, with more than 10,000 employees and annual revenue in the billions.Technology is not a support function here. It is the product, the delivery model, and the competitive advantage. The company reaches a national customer base entirely through digital channels, runs on a modern enterprise stack, and makes decisions the way a product company does — fast, instrumented, and argued with data rather than hierarchy.The workforce reflects that. A headquarters campus anchors the company and additional hubs sit across the US, alongside an international technology center. But the majority of the organization works remotely, distributed across nearly every state. That was a deliberate design decision made years ago, not a pandemic accommodation that stuck. It shapes how people are hired, paid, developed, measured, and retained — and it is the single most interesting problem in this job.Growth has been sustained and significant. The people function has to keep pace.Whatever industry label sits on the door is the least interesting thing about this company. The executive team knows it, and they are looking outside their sector on purpose.Full details are shared with candidates under NDA following an initial conversation.About the RoleThe Head of Human Resources owns the entire people function, leads an HR organization of more than 100, sits on the executive leadership team, and reports directly to the CEO.The executive team is not looking for a caretaker. They want a builder — someone who can take a function that already works and scale it for what this company becomes next.The mandate is explicitly progressive. Modernize the stack. Raise the bar on talent. Design a people operating model built for a distributed workforce from first principles, rather than retrofitting an office-era playbook and hoping it holds.On-site five days a week in Salt Lake City. Relocation support is provided.What You Will OwnEnterprise people strategy. The operating model for how a large, distributed workforce gets hired, paid, developed, and retained. Very few HR leaders have built this at scale. Most have inherited an office model and patched it.Talent acquisition at scale. Several hiring populations that share almost nothing with one another. Technology and product talent competing against every remote-first employer in the country. High-volume customer-facing teams. Specialized professional staff. Corporate functions. Different markets, different funnels, different close rates, one strategy that has to serve all of them.Total rewards. A defined, structured compensation framework that has to hold under real pressure from remote-first competitors willing to pay above it. Benefits and retirement included.Learning, leadership, and development. This carries more weight here than in most seats at this level. Succession, executive talent review, mentoring, and building the internal bench are core to the role — not a lane you delegate and check on quarterly.Employee relations and multi-state compliance. Employment law exposure in nearly every state, plus an international footprint. At this scale and this degree of distribution, it is one of the heavier compliance loads in the market.HR technology and people analytics. The full stack, and the data that drives workforce decisions for an executive team that expects to see the numbers.Organizational design and workforce planning. Headcount tied directly to demand forecasts, in a business where a forecast miss becomes a staffing problem quickly.Executive partnership and board reporting.Culture and engagement across a workforce that gathers in person only occasionally — where connection has to be engineered rather than assumed.QualificationsFifteen or more years in human resources, with at least five leading a full function end to endEnterprise ownership of a workforce of 10,000 or more, or clear readiness to step up to that scaleHas led a large HR organization — roughly 100 or more, or the demonstrated capability to lead oneHR leadership over a distributed or remote workforce across multiple statesDirect ownership of total rewards, talent acquisition, and organizational development. Not oversight of one lane while the others reported elsewhereA track record building or rebuilding an HR leadership bench, with named successors who advancedExperience inside a company with a defined compensation structure and published rangesHigh-volume hiring alongside executive hiringBachelor's degreeSHRM-SCP or SPHRWhat the Executive Team Is Actually Looking ForA technology company background is welcome and actively interesting to them. Industry experience is not required and is not a screening factor. Technology, healthcare, financial services, direct sales, retail, and large service companies are all in scope. If you have built a people function inside a product-driven, data-driven, distributed company, you should have this conversation.Genuine empathy. People stay here for reasons that go well beyond compensation. The leader has to understand that in their bones, not recite it in a values deck.Influence without positional authority. This is a strong executive team. Change happens here through credibility.A real passion for developing people. Growing the HR team, not just running it.A competitive streak. This company plays to win on talent and expects its people leader to do the same.Equal Opportunity StatementOur client is an equal opportunity employer. All qualified applicants receive consideration without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, age, disability, veteran status, or any other characteristic protected by law.Crucial Hire is committed to presenting diverse, fully qualified slates on every search we conduct. The best leadership teams are built from the widest possible view of the market, and we go looking accordingly.