Director, Talent (Head of Talent)

ABOUT HUT 8

Imagine the ultimate destination for those who want to work at the cutting edge of technology, energy, and infrastructure. Hut 8 is on a mission to build and operate some of the world’s largest data centers for next-generation computing workloads, including AI, Colocation, Cloud, and Bitcoin Mining. We are proud to offer interesting and challenging opportunities for individuals who want to build teams, solve problems, and make an impact from day one. If you’re an ambitious individual looking for a career that is as rewarding as it is challenging, you’ve come to the right place.

The Opportunity

Lead all talent strategy and programs for Hut 8, a publicly traded energy infrastructure platform. This role operates differently depending on the domain.

In talent acquisition, your job is to make everyone else better at hiring. You build the systems, standards, and infrastructure that allow the talent acquisition partners to be at their best, hiring managers and leaders to identify and select A-players with confidence and speed. You set the quality bar, shape the candidate value proposition, and create the tools and processes that scale great hiring decisions across the business.

In talent management, you own the domain end to end. Performance, development, and leadership programs are yours. You define what good looks like at every level, build the systems that connect performance to pay and progression, and ensure the people we hire continue to grow once they're here. The outcomes here live with you.

Across both, you bring a commercial mindset to every workforce decision, knowing when to hire, when to build capability internally, and when technology can do the work instead.

What You'll Own

Talent Strategy

• Partner with Finance and functional leaders to translate business objectives into workforce plans - build vs. buy decisions, automation opportunities, and a clear commercial rationale for every hire

• Build a talent map of the organization: where we have the right people, where we're thin, and where technology or AI can replace or augment headcount rather than defaulting to hiring

Talent Management

• Design and implement the Hut 8 performance management system - built around peer feedback, clear performance standards, and direct connection to compensation decisions

• Build the annual performance cycle in Rippling: goal-setting, feedback, calibration, and pay linkage

• Build the promotion framework: clear criteria by level, transparent process, and a defined path from entry-level to senior individual contributor

• Own high-potential program and mentoring initiatives

• Develop leadership capability across the organization - programs and coaching for technical leaders and people managers

• Enable team effectiveness in a flat organizational structure with wide spans of control

• Create L&D strategy for critical capabilities (communication, influence, collaboration, project management) 

AI & Technology

• Identify and deploy AI-enabled tools that materially improve efficiency or quality in hiring, performance, or talent development - measurable impact, not technology for its own sake

• Continuously evaluate where technology can do work humans are doing today - and build that lens into workforce planning

Talent Acquisition Program

• Own the Hut 8 Way for hiring - design and embed a rigorous, consistent selection methodology (structured interviews, psychometric tools, case studies, AI-assisted screening) that becomes how every hiring manager evaluates talent

• Define what an A-player looks like at Hut 8 by role and level - quality is the metric that matters, not volume or speed

• Design the candidate value proposition - why the best people should choose Hut 8. Make the offering clear, compelling, and differentiated

• Support and develop the talent acquisition team (4 Talent Acquisition Partners + Talent Acquisition Program Manager) - set direction, raise the bar, and drive down agency use

What We're Looking For

Must-Haves

• 10+ years in talent/people leadership roles or consulting, with experience across business strategy, program lifecycles, talent acquisition and/or talent development

• Commercially minded: understands the business deeply and translates strategy into workforce decisions - not just HR programs

• Talent development expertise: designed performance systems, built promotion frameworks, developed leadership programs

• High-growth company experience: thrived in environments scaling quickly

• Executive presence: can influence senior leaders, make the case for investing in people, coach executives

• Systems thinker: builds frameworks and processes that scale, not one-off solutions

• Player-coach mentality: hands-on when needed but knows when to delegate and develop the team

Who Thrives Here

• You bring a commercial lens to talent - you think about workforce decisions the way the business thinks about capital allocation

• You are a deep, first-principles thinker and well-read on current thinking around organizational talent and performance

• You move fast and aren't precious about perfection - you iterate and improve

• You're comfortable with ambiguity, getting and giving feedback and building from scratch

• You care about outcomes more than activity - you measure what matters

• You coach and develop people, not manage them

• You believe quality of hire is everything and are relentless about raising the bar

What Success Looks Like

First 90 Days

• Go deep on the business. Meet hiring managers, site leaders, and key executives - understand what each function needs to win commercially, where talent gaps are slowing us down, and what's actually broken in how we hire and develop people

• Immerse in Hut 8's culture and values (Start From Zero, The Best Idea Wins, All or Nothing, No Room for Ego). Develop a clear point of view on where culture is strong and where it needs reinforcement

• Build a talent map of the organization: Implement the 4 role archetype model and understand where we have the right people, where we're thin, where we're overpaying for capability we could build internally, and where we need to go to market for specialized talent we can't develop fast enough

• Conduct a landscape review of AI-enabled tools for performance, talent assessment, and talent acquisition - come back with a recommendation and implementation plan

First 6 Months

• Stand up a structured workforce planning process - partner with Finance and functional leaders to translate business objectives into headcount plans, build-vs-buy decisions, and a clear view of how technology can augment headcount rather than defaulting to hiring

• Build and launch the Hut 8 Way for hiring - a rigorous, consistent selection methodology embedded across every hiring manager. Define what an A-player looks like at Hut 8 by role and level. Train and embed it deeply

• Design and begin building the annual performance cycle in Rippling - goal-setting, peer feedback, calibration, and direct connection to compensation decisions

• Define the promotion framework: clear criteria by level, transparent process, and a timeline for the first promotion cycle

• Draft the Hut 8 performance philosophy: what performance means here, how we measure it, and how it connects to pay and progression

• Deploy at least one AI-powered tool that materially improves efficiency or quality in hiring or performance

First 12 Months

• Workforce planning is a living discipline - headcount requests are challenged against build-vs-buy analysis, automation opportunities are surfaced before roles are opened, and every hire has a clear commercial rationale

• Quality of hire is visible and tracked. Talent acquisition partners are accountable for the people they bring in - not just filling seats but landing A-players who perform and stay

• First full performance cycle completed in Rippling with strong adoption - performance calibrated and connected to compensation adjustments

• The Hut 8 Way is how we hire, full stop. Every hiring manager trained, process embedded, selection bar measurably raised

• First promotion cohort executed using the new framework - credible, transparent, and tied to performance data

• Leadership development and high-potential programs launched and delivering results

• AI tooling integrated into at least two of: workforce planning, talent acquisition pipeline, candidate assessment, performance analytics, or development planning

• Team is self-sufficient and operating at a high level - you're spending your time on commercial talent strategy, not execution

Why Hut 8?

• High-impact role: build talent systems from the ground up for a public company

• Dual mandate: support acquiring talent and own developing talent - rare opportunity to do both

• Growth phase: join during a pivotal scaling moment

• Executive access: report to CPO, partner directly with CEO and leadership team

• Location: Miami (Brickell)

WHAT MAKES HUT 8 A GREAT PLACE TO WORK

Hut 8 offers a benefits and wellness program that includes medical, dental, vision, life, and short-term and long-term disability insurance, as well as paid time off. We are proud to invest in building the best team in the industry. At all levels of the organization, we are driven by an entrepreneurial spirit, radical transparency, and relentless growth mentality.

At Hut 8, you will have the opportunity to:

▶ Work with bright, driven peers from a range of educational and professional backgrounds including software development, energy, engineering, entrepreneurship, investment banking, private equity, and management consulting

▶ Design and pitch new products, services, and other initiatives to a leadership team consisting of serial entrepreneurs and seasoned executives and backed by a board of directors consisting of industry veterans of energy, finance, and government

▶ Debate ideas and alternatives in a truly meritocratic setting where the learning curve is steep and the lessons come from both senior and junior members of the team

▶ Build a lifelong network of friends and professional connections at the cutting-edge intersection of technology, energy, and infrastructure