Regional Chief Human Resources Officer — Urban-Mobility Marketplace

The mandate

The US marketplace operates across states adopting different tests for platform work, benefits, pay transparency, safety and local accountability. The organisation responded by layering specialist teams and local exceptions onto a national model. Managers now struggle to know which decisions are central, which require state expertise and how new driver obligations affect employed operations roles. The Regional CHRO must create a lawful, workable workforce architecture without pretending one answer fits every jurisdiction.

The employed perimeter includes approximately 375 people and material partners across city operations, policy, product, customer support and corporate functions. A much larger independent driver network is affected by commercial and regulatory choices, although it does not report to HR. The CHRO will lead employee relations, labour strategy, organisation design, reward, talent and people operations, while partnering with legal and marketplace leaders on driver consequences.

The role calls for measured judgement in a polarised environment. Workforce classification and benefits carry legal, economic and human dimensions. The appointee must distinguish privileged advice from open policy work, involve affected groups appropriately and prevent public positioning from getting ahead of operating capability.

The workforce itself is geographically mixed. Some employees support several states remotely, while city teams work alongside drivers and public agencies. A change in one jurisdiction may alter reporting lines, working location, training and manager span far beyond that state. The CHRO must identify these second-order effects and avoid solving legal compliance by creating isolated local teams with no career path or operating connection.

Why this seat is open

The incumbent will retire after an agreed succession period and remains fully engaged. This planned replacement begins early because several state operating changes will occur before departure. The board seeks continuity of employee relations and regulatory knowledge, but wants the successor to reassess the accumulated structure rather than preserve every exception.

What you will own

• Design the people operating model across national, state and city roles, with clear authority for labour, employee relations and manager decisions.
• Translate regulatory scenarios into workforce, cost, capability and implementation implications for executive and board choices.
• Lead consultation, collective and employee-relations strategy where required, maintaining accurate documentation and consistent conduct.
• Review job architecture and pay transparency across states, correcting inequity without creating unsupported commitments.
• Build manager capability for investigations, accommodation, leave, performance and local compliance.
• Assess the employee consequences of changes to driver support, safety and local operations with legal and marketplace peers.
• Create workforce plans for alternative operating models, including transfer, redeployment and responsible reduction.
• Strengthen succession for US executives and scarce policy, labour and operations roles.

The first 12 months

In 90 days, map workforce obligations and organisation exceptions by state, review current litigation and employee-relations themes with counsel, and assess the 40 most consequential roles. Visit city teams with different models. Present target design principles, immediate control fixes and scenario workforce plans without prejudging unresolved law.

By month six, implement revised national-state decision rights, train managers in the highest-risk jurisdictions and launch a consistent pay-transparency and job-architecture process. Complete succession and capability actions for executive roles. Any workforce transition should have employee support, communications and control evidence ready before announcement.

At twelve months, reduce substantiated repeat manager-relations failures by 40%, fill 80% of critical roles through ready-now or ready-soon succession and close priority pay-equity actions. State implementation milestones should be met without a material people-control breach, regretted attrition in designated roles should remain below 10%, and employee understanding of decision rights should improve 15 points from baseline.

What the board will measure

• Lawful, operationally credible implementation across differing state requirements.
• Quality and fairness of employee-relations outcomes, including repeat issues and appeal evidence.
• Organisation clarity between national, state and city leadership.
• Workforce scenarios that inform decisions before public or capital commitments.
• Pay, talent and succession outcomes across affected employee groups.
• Trust with employees and driver stakeholders without blurring legal roles or promising predetermined outcomes.

The person

You have 18–22 years in US people leadership within a regulated, distributed or platform business. You have managed multi-state employee relations and workforce redesign under contested legal change. Mobility is useful, but logistics, retail networks, healthcare services, hospitality or field technology may provide relevant complexity.

Your experience should include at least 275 employees and a materially larger contingent, franchise or partner ecosystem. You can show how you changed an operating model after legal advice, how you maintained fairness during uncertainty and when you challenged communications that exceeded implementation readiness. The board expects direct executive and committee exposure.

This onsite San Francisco role includes regular US travel and reports to the Group Chief Executive or designated executive sponsor.

Compensation and terms

Base compensation is US$320,000–420,000 plus annual incentive, reflecting verified regional scale and experience. The scorecard covers workforce implementation, employee relations, organisation clarity, succession and trust. This permanent onsite San Francisco position reports to the Group Chief Executive or named executive sponsor. The planned succession allows up to six months' notice.

Confidentiality

The marketplace, states, legal matters and workforce plans are withheld. Qualified candidates will receive privileged or restricted information only through appropriate counsel-led and confidentiality processes. The public description blends issues and approximate scale; applicants must not seek identity through employees, drivers, regulators or advisers.