Talent is one of the clearest ways we can add value to a founder in the first two years after we back them, and we want someone who treats it as a real function to build. You’ll report directly into the investment team, and play a crucial role in building out the teams and companies that will define the next decade.
That means:
Owning founder-facing talent support across the portfolio – from org design and team structure in the earliest days, through comp benchmarking, employer branding, and hands‑on sourcing / screening for critical hires.
Building and owning our onboarding flow with new portfolio founders – this is the single biggest driver of whether founders actually use what we offer, and it’s yours to run and improve.
Building out a curated bench of specialist advisors and operators across functions.
Building focused networks in a small number of European hubs.
Holding your own with founders. You’ll need to be comfortable telling a founder you think their hiring plan is wrong, or that a candidate isn’t quite the right calibre.
Working with a portfolio that spans very early, small-check companies through to later-stage growth teams, and knowing how to flex your time and approach across that range, while always prioritising quality.
Thinking beyond one‑to‑one relationships – exploring what of this can be systemised, productised, or supported by tooling (including AI sourcing/screening tools), so the function scales with the portfolio.
Working closely with the investment team on how talent support factors into how we win and support deals.
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