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. Hut8 is on a mission to build and operate some of the worlds 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 youre an ambitious individual looking for a career that is as rewarding as it is challenging youve come to the right place.

The Opportunity

Lead all talent strategy and programs for Hut 8 a publicly traded energy infrastructureplatform. 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 theyre here. The outcomes here live with you.

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

What Youll Own

Talent Strategy

Partner with Finance and functional leaders to translate business objectives intoworkforce plans - build vs. buy decisions automation opportunities and a clearcommercial rationale for every hire

Build a talent map of the organization: where we have the right people where werethin and where technology or AI can replace or augment headcount rather thandefaulting to hiring

Talent Management

Design and implement the Hut 8 performance management system - built around peerfeedback clear performance standards and direct connection to compensationdecisions

Build the annual performance cycle in Rippling: goal-setting feedback calibration andpay linkage

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

Own high-potential program and mentoring initiatives

Develop leadership capability across the organization - programs and coaching fortechnical 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 collaborationproject management)

AI & Technology

Identify and deploy AI-enabled tools that materially improve efficiency or quality inhiring performance or talent development - measurable impact not technology for itsown sake

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

Talent Acquisition Program

Own the Hut 8 Way for hiring - design and embed a rigorous consistent selectionmethodology (structured interviews psychometric tools case studies AI-assistedscreening) 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 thatmatters not volume or speed

Design the candidate value proposition - why the best people should choose Hut the offering clear compelling and differentiated

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

What Were Looking For

Must-Haves

10 years in talent/people leadership roles or consulting with experience acrossbusiness strategy program lifecycles talent acquisition and/or talent development

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

Talent development expertise: designed performance systems built promotionframeworks developed leadership programs

High-growth company experience: thrived in environments scaling quickly

Executive presence: can influence senior leaders make the case for investing in peoplecoach 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 anddevelop the team

Who Thrives Here

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

You are a deep first-principles thinker and well-read on current thinking aroundorganizational talent and performance

You move fast and arent precious about perfection - you iterate and improve

Youre comfortable with ambiguity getting and giving feedback and building fromscratch

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 areslowing us down and whats actually broken in how we hire and develop people

Immerse in Hut 8s culture and values (Start From Zero The Best Idea Wins All orNothing No Room for Ego). Develop a clear point of view on where culture is strong andwhere it needs reinforcement

Build a talent map of the organization: Implement the 4 role archetype model andunderstand where we have the right people where were thin where were overpayingfor capability we could build internally and where we need to go to market forspecialized talent we cant develop fast enough

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

First 6 Months

Stand up a structured workforce planning process - partner with Finance and functionalleaders to translate business objectives into headcount plans build-vs-buy decisionsand a clear view of how technology can augment headcount rather than defaulting tohiring

Build and launch the Hut 8 Way for hiring - a rigorous consistent selection methodologyembedded across every hiring manager. Define what an A-player looks like at Hut 8 byrole and level. Train and embed it deeply

Design and begin building the annual performance cycle in Rippling - goal-setting peerfeedback calibration and direct connection to compensation decisions

Define the promotion framework: clear criteria by level transparent process and atimeline for the first promotion cycle

Draft the Hut 8 performance philosophy: what performance means here how wemeasure it and how it connects to pay and progression

Deploy at least one AI-powered tool that materially improves efficiency or quality inhiring or performance

First 12 Months

Workforce planning is a living discipline - headcount requests are challenged againstbuild-vs-buy analysis automation opportunities are surfaced before roles are openedand every hire has a clear commercial rationale

Quality of hire is visible and tracked. Talent acquisition partners are accountable for thepeople 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 - performancecalibrated and connected to compensation adjustments

The Hut 8 Way is how we hire full stop. Every hiring manager trained processembedded selection bar measurably raised

First promotion cohort executed using the new framework - credible transparent andtied 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 pipelinecandidate assessment performance analytics or development planning

Team is self-sufficient and operating at a high level - youre spending your time oncommercial 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 todo 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 andshort-term and long-term disability insurance as well as paid time are proud to invest in building the best team in the industry. At all levels of the organizationwe 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 backgroundsincluding software development energy engineering entrepreneurship investmentbanking private equity and management consulting

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

Debate ideas and alternatives in a truly meritocratic setting where the learning curve issteep 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-edgeintersection of technology energy and infrastructure