Principal Talent Business Partner (Engineering & Product)

October 26, 2026
US
$160,000 – $175,000/yr
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  • We’re looking for a Principal, Talent Business Partner who can help these teams become some of the best in the industry
  • Someone who understands what makes a great team, isn’t afraid to challenge leaders, and knows how to turn talent decisions into better business results
  • This role goes beyond traditional HR business partnership. You’ll work closely with Engineering and Product leadership to raise performance standards, plan for future talent needs, solve organizational challenges, and make it easier for leaders to lead
  • That means learning how our technology is built, how our teams work together, and how their decisions affect warehouse operations, delivery partners, and customers
  • You’ll also use AI and automation to work more efficiently and help leaders do the same
  • We’re open to backgrounds in People, Business Operations, Strategy, Program Management, and Organizational Effectiveness. We’re most interested in what you’ve built, the problems you’ve solved, and the results you’ve delivered
  • Partner with leaders to define and uphold high performance standards, evaluating both results and how those results are achieved
  • Embed Veho’s A Player expectations into talent decisions: extreme ownership, urgency, first-principles thinking, direct challenge, continuous learning, and putting the team first
  • Challenge leaders when they tolerate underperformance, delay difficult decisions, or fail to differentiate exceptional contributions
  • Drive timely action on performance and capability gaps, while advocating for greater development, growth opportunities, recognition, and rewards for top performers
  • Strengthen talent pipelines through effective hiring decisions, succession planning, internal mobility, and development of critical skills
  • Partner with Engineering, Product, and Finance leaders to develop current and future headcount plans tied to business priorities, product roadmaps, and financial goals
  • Assess workforce capacity, organizational structure, skill gaps, and resource allocation to recommend where to hire, develop, redeploy, or change how work gets done
  • Identify barriers to execution, including unclear ownership, ineffective team structures, and organizational inefficiencies. Lead targeted improvements that help teams perform better
  • Evaluate how AI, automation, and evolving technical requirements should influence future roles, team structures, and workforce investments
  • Measure whether changes improve execution, team capability, and the value Veho receives from its workforce investment
  • Analyze workforce and business data to identify performance gaps, talent risks, and opportunities that leaders may not otherwise see
  • Turn findings into recommendations with clear priorities, owners, and expected outcomes
  • Build practical solutions from the ground up, including dashboards, workflows, and tools that help leaders make better decisions with less administrative effort
  • Use AI and automation to improve the speed, accuracy, and efficiency of your work, with appropriate safeguards for employee data and employment decisions
  • Measure the results of your solutions and partner with Talent Strategy & Operations to scale improvements that can benefit the broader organization
  • Build relationships with Engineering and Product leaders based on a deep understanding of their goals, challenges, and teams
  • Coach leaders through performance concerns, difficult conversations, team conflict, and sensitive people decisions, providing direct feedback even when it’s uncomfortable
  • Partner with Employee Relations, Legal, and People Operations on investigations, accommodations, policy concerns, and employment actions, ensuring issues receive appropriate attention and follow-through
  • Help leaders create environments where employees feel respected, can challenge ideas openly, raise concerns, learn from mistakes, and are held accountable for results
  • Serve as the connection between business leaders and the broader People organization, helping leaders navigate support without unnecessary complexity
  • Lead the people aspects of reorganizations, leadership transitions, and other changes that affect Engineering and Product teams
  • Identify patterns in employee feedback, retention, engagement, and manager behavior that may indicate broader organizational concerns
  • Work with leaders to address issues affecting employee trust, collaboration, and the ability to do great work
  • Protect the employee experience during periods of change through clear communication, thoughtful planning, and consistent follow-through
  • What Success Looks Like
  • We’re hiring someone who is ready to contribute immediately. Success will be measured by improvements in talent, leadership effectiveness, and business performance, not the number of programs or reports delivered
  • First 30 Days
  • Build credibility with Engineering and Product leaders by learning how their teams operate and where performance or execution is falling short
  • Identify the most significant talent, leadership, and workforce challenges, supported by data and firsthand observations
  • Deliver an improvement that solves a real problem or saves a leader time
  • By Day 90
  • Influence meaningful talent or organizational decisions that address an identified business need
  • Establish a practical headcount and capability plan that leaders can use to make hiring and workforce investment decisions
  • Demonstrate progress on at least one priority performance or organizational issue
  • Implement an AI-enabled or process improvement and quantify its effect on time, quality, or decision-making
  • Within 6 Months
  • Leaders are making more consistent, evidence-based decisions about performance, development, promotions, and recognition
  • Critical talent or capability gaps have been addressed or have clear action plans with measurable progress
  • A significant organizational improvement has produced an observable benefit in execution, capacity, or team effectiveness
  • Leaders spend less time navigating People processes and have greater confidence handling employee and talent matters
  • Within 12 Months
  • Stronger talent: Critical roles have better capability coverage, top performers have meaningful growth opportunities, and underperformance is addressed promptly and fairly
  • Better business results: Changes to talent and organizational practices have contributed to measurable improvements in Engineering and Product execution
  • Smarter workforce investment: Headcount decisions reflect current and future needs, with clear business justification and fewer avoidable capability gaps
  • Great leaders: Managers consistently demonstrate Veho’s A Player standards and build teams where high expectations, care, trust, and accountability coexist
  • A place people want to work: Veho is making progress in attracting, developing, and retaining exceptional Engineering and Product talent, reflected in agreed hiring, retention, and employee experience measures
  • Proven AI impact: Adopted tools and workflows have reduced manual work, improved decisions, or increased team capacity, with measurable results

Benefits

  • Competitive salaries
  • Meaningful equity opportunities
  • Paid time off
  • 401(k) retirement plan
  • Medical, dental, and vision insurance
  • Life insurance
  • Short & long-term disability insurance
  • Paid parental leave
  • FSA & HSA accounts
  • Wellness programs, perks, and discounts
  • We want someone who understands the business firsthand
  • You’ll bring strong analytical skills, sound judgment, high emotional intelligence, and a willingness to build solutions rather than rely on established HR practices
  • Strong analytical skills: You can interpret data, evaluate trade-offs, build a business case, and recommend action based on evidence
  • Builder mentality: You’ve taken complex or ambiguous problems from idea to implementation and can demonstrate what improved as a result
  • Business and operational experience: You’ve worked in Operations, Program Management, Business Strategy, Organizational Effectiveness, or a similarly execution-focused environment
  • Sound talent judgment: You can identify strong performance, challenge inconsistent standards, and help leaders make difficult talent decisions
  • AI fluency: You’ve used AI, automation, or analytical technology to improve how work gets done and can explain the results
  • People expertise: You have practical experience with talent management, organizational change, performance, or strategic people partnership, including sound judgment in sensitive employee matters
  • Leadership influence: You’re comfortable advising senior leaders and challenging their thinking without relying on formal authority
  • Independent execution: You identify priorities, take ownership, and deliver without needing a detailed playbook
  • High emotional intelligence: You build trust, navigate conflict, communicate directly, and balance empathy with accountability
  • Experience working with Engineering, Product, or technology organizations
  • Experience developing AI-powered tools, dashboards, or automated workflows
  • Experience in workforce planning, organizational design, or talent strategy
  • Experience improving team performance or building leadership capability in a growing organization
  • Deadline to Apply: 1 December 2026