Director of People

Redsquid; United Kingdom; À distance; GBP 90 000 - 150 000; Plein temps

Résumé du poste

Redsquid is seeking a Director of People to shape a high-performing, multi-site organization. You will champion a culture where leaders empower teams, drive engagement and ensure our values influence everyday decisions.

You will own end-to-end people functions—from engagement and ER to talent acquisition and learning. You’ll lead M&A people integration, build scalable frameworks, and partner with the Executive team to align people strategy with growth.

Qualifications

• Senior generalist People leadership across multi-site businesses.
• Direct experience of M&A from the people side and post‑deal integration.
• Commercially literate with P&L awareness and risk management.
• Built scalable People functions, programs and playbooks.
• Strong grounding in UK employment law and ER judgement.
• In-house talent acquisition leadership and capability building.
• Ability to influence founders and owner-managers with empathy.

Responsabilités

• Own the engagement agenda end to end with measurable outcomes.
• Lead People operations, ER, TUPE, policy and data quality.
• Own talent acquisition and employer brand to attract top talent.
• Develop progression pathways and the group management programme.
• Drive M&A people integration, due diligence input and playbooks.
• Shape organisation design and leadership development across the group.
• Define reward architecture and recognition aligned with growth.
• Present people metrics to the Executive team and board.

Connaissances

People leadership

M&A experience

Commercial acumen

UK employment law

Talent acquisition

Learning & development

Organisation design

Employee relations

Description du poste

As our Director of People , you will help define that future. You will create an environment where people can thrive, leaders bring out the best in their teams, and our values are felt in everyday decisions. You will have the influence to make Redsquid a place where exceptional people choose to join, grow and stay – a place they’ll describe as the most loved.

What you'll own

The best place to work, made real.

Own the engagement agenda end to end — what we measure, what it tells us, and what changes as a result. Hold the group to its B Corp and Best Companies standards and use them as a management discipline rather than an accreditation exercise. Be the person who notices when the stated culture and the lived experience have drifted apart, and who does something about it.

People operations and employee relations.

A People function that is accurate, fast and trusted: contracts, policy, HRIS, payroll interface, absence, performance and casework. Sixteen acquired businesses means legacy terms, inherited practices and inconsistent data — bring that onto one credible platform without stripping out what made each business good. Handle complex ER and TUPE matters yourself, with sound judgement on risk.

Talent acquisition.

Own how we attract and hire, in-house wherever possible. Build the employer brand that our B Corp status, share scheme and growth story already justify, reduce reliance on agencies, and hold a quality bar that leaders respect. Hiring at pace in a competitive MSSP/MSP market is a commercial capability, not a support service.

Learning, development and career pathways.

Every colleague should be able to see a route forward and know what it takes to get there. Own the progression frameworks, the technical and commercial development offer, and the group’s management capability programme — because the single biggest driver of whether someone thrives here is the quality of their line manager. Partner with the Director of Education so the group’s learning assets work for our own people as well as our customers.

The people side of M&A — owned, not delivered.

The M&A people partner in your team runs the day-to-day integration work: diligence input, TUPE and harmonisation, day-one experience, post-acquisition engagement. You own the standard they work to, the playbook they use and the outcome the group gets — retention of key talent, integration pace, and an honest read on which of the previous eleven integrations worked and which did not. You step in personally on the complex and the contentious, and you are the one accountable to the Executive team for people risk in any deal.

Organisation design and leadership capability.

Work with the Group MD on the shape of the group as it scales — structure, spans, succession and the leadership bench. Bring rigour to how we assess and develop senior people, building on the Lumina and leadership assessment work already in use.

Reward and recognition.

A reward architecture that is defensible across sixteen businesses and legible to colleagues: pay frameworks, benchmarking, the EMI scheme narrative, recognition, and sales incentive design in partnership with the commercial and finance leadership.

People data the board can act on.

Own the people metrics in the group KPI framework — retention, regrettable attrition, time to hire, cost per hire, engagement, manager effectiveness, absence — and present them to the Executive team and board with a clear view of what they mean commercially and what you intend to do about them.

What success looks like

First 90 days

You have been into the businesses and met people at every level, not just leadership. You can describe, with evidence, where the employee experience is strongest and where it is failing. The People team knows what you expect of them. You have a clear read on ER risk, data quality and the state of the last three integrations, and you have brought the Executive team an honest diagnosis rather than a plan.

First 6 months

A people plan agreed with the Executive team and landed with the SLT, with named priorities and measures that sit inside the group KPI framework. People operations running cleanly and consistently across the group. The manager capability programme designed and started. Talent acquisition in hand, with an agency spend trajectory you can defend. You are the person leaders call before they call a lawyer.

First 12 months

Engagement and retention measurably improved and attributable to specific things you changed. Career pathways published and in use. A repeatable people integration playbook, proven on a live acquisition. B Corp recertification requirements on track for 2027. Colleagues describing Redsquid as a place where they can build a career — and our hiring pipeline reflecting that.

Who you are

• Senior generalist People leadership in a multi‑site, multi‑entity business — ideally in a people‑and‑skills business where talent is the product.
• Direct experience of M&A from the people side: diligence, TUPE, harmonisation and post‑deal integration. You have done this more than once and can say what you would do differently.
• Commercially literate and commercially credible. You can hold your own on a P&L, connect people decisions to margin, retention and delivery capacity, and be challenged by a CFO without retreating.
• Built things, not just run them — frameworks, pathways, management programmes, a People function that scaled with the business.
• Strong technical grounding in UK employment law and ER, with the judgement to know when to take risk and when not to.
• Comfortable owning talent acquisition as well as the People agenda, and building an in‑house capability.
• Credible with a leadership team of founders and owner‑managers: able to influence people who are used to being in charge, and to disagree with them well.

How you'll show up

We are hiring for conviction as much as competence. The person who succeeds here believes that how people are treated at work is a serious matter, and behaves accordingly when it is inconvenient.

• First in line. You go and create the conditions yourself rather than writing a policy about them. You are visible in the businesses, you know people’s names, and you would rather spend a day in Scotland or on a support desk than a day in a governance meeting.
• Warm and straight. You care about people and you tell them the truth. You can hold a line on performance and still leave someone with their dignity intact.
• Commercial, not corporate. You bring pace and pragmatism. You are allergic to process for its own sake, and you can tell the difference between the structure a 270‑person group genuinely needs and the bureaucracy of a business four times our size.
• Comfortable with imperfection in motion. Sixteen businesses, eleven integrations, more to come. You can build the foundations while the ground keeps moving, and you sequence the work rather than waiting for a stable year that will not arrive.
• Rigorous. You bring evidence. You will be asked what the data says and what you are going to do about it, every month.
• A builder of other leaders. Your lasting contribution is a generation of Redsquid managers who are good at the job, not a set of documents with your name on them.

Why Join Us?

• Be a Changemaker: Play a vital role in shaping Redsquid’s future through innovative UC solutions.
• Collaborative Environment: Work alongside a dynamic, forward‑thinking team that values your ideas and expertise.
• Professional Growth: Access opportunities to expand your skillset and thrive in a role with real impact.
• Exciting Challenges: Lead UC initiatives through a transformative acquisition journey that positions Redsquid as an industry leader.

Redsquid Communications Ltd is an equal opportunity employer. We take all reasonable steps to employ, train and promote employees based on their experience, abilities, and qualifications, without regard to age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race (including colour, nationality, ethnic or national origins and caste), religion or belief, sex, or sexual orientation.