Location: Remote/Hybrid in Huntsville, AL/San Diego, CA/ St. Petersburg, FL

Clearance: Ability to obtain and maintain a security clearance

About the Company

We are a Service-Disabled Veteran-Owned Small Business (SDVOSB) and 8(a)-certified firm specializing in forward-deployed Palantir implementation services for U.S. Government agencies. We are one of only four members of Palantir’s U.S. Government Partnership Vanguard — and the only small business in that group. Our mission is simple: We Serve Those Who Serve.

We operate on EOS (the Entrepreneurial Operating System), emphasizing clear accountability, disciplined execution, and a culture rooted in five core values: No Assholes. Mission & Outcome Obsessed. Own It. We Are Better Together. Keep It Real.

We are building toward seven geographic hubs serving the U.S. Government Palantir market by 2036. Currently, we are establishing our first hub in Huntsville, AL and building the talent infrastructure to support scalable growth across future locations.

The Role

The Workforce Development & Transformation (WD&T) Leader is a strategic leadership position. This is not a traditional HR role — it is the function that determines whether the company’s growth ambitions are staffed for success or constrained by talent. You will own the people infrastructure that enables scale: talent strategy, LMA (Lead, Manage, hold Accountable) discipline, learning and development, workforce transformation, and culture management. You will lead two direct reports — People Experience and Talent Acquisition — and build a Talent Engine playbook that can be replicated across future hubs.

This role reports directly to the Integrator (COO) and operates with a company-wide perspective. Success in this role means fully owning WD&T so leadership is no longer involved in day-to-day operations within this function.

What You’ll Own

1. LMA — Lead, Manage & Hold Accountable

You directly LMA People Experience and Talent Acquisition, while also owning LMA discipline company-wide. You will set the standard, lead training, and ensure managers consistently run People Analyzer assessments and Quarterly Conversations.

2. Talent Acquisition & Onboarding

You own the strategic layer of hiring: workforce planning, Talent Engine design, and onboarding consistency. Every hub must launch with a clear hiring strategy, and every new hire must have a consistent, high-quality start.

3. Training & Development

You will build the learning infrastructure across all levels — from onboarding to leadership development. In a professional services environment, people are the product. You ensure leaders grow, technical skills stay current, and employees have clear development paths.

4. Workforce Transformation

You will guide the organization’s evolution from a small, personality-driven team to a scalable, hub-based professional services firm. This includes identifying and addressing structural gaps before they become blockers to growth.

5. Culture Management

You are responsible for maintaining and scaling culture across teams and locations. You will measure alignment between stated values and actual behavior, and implement initiatives to close any gaps.

Who You Are

• Experience leading talent strategy in a growth-stage, services-based organization (GovCon or defense contracting preferred)
• Familiarity with EOS or similar operating systems, or ability to quickly adapt to structured frameworks
• A systems builder — you create scalable infrastructure, not one-off programs
• Able to operate both strategically (organizational design, workforce planning) and operationally (managing teams, executing hiring)
• Experienced in managing managers and developing leadership capability
• Comfortable with accountability and direct, honest communication
• Energized by growth and organizational complexity
• Eligible for a security clearance; alignment with national security mission is important

What You Won’t Find Here

• This is not a benefits administration or compliance-focused HR role
• This is not a traditional corporate HR position in a stable, slow-moving environment
• You will not inherit a large team — leverage comes from systems, influence, and execution
• You will not make unilateral hiring, firing, or compensation decisions — you enable and guide, not override

Success in Year One

• Deliver a scalable Talent Engine playbook used to support at least one new hub launch
• Implement LMA discipline across all managers, with consistent execution of People Analyzer and Quarterly Conversations
• Establish a baseline for culture and engagement, with a clear improvement plan
• Standardize onboarding across all functions and locations
• Fully own WD&T operations, removing leadership from day-to-day involvement