Head of Talent Onsite (New York, NY)

NYC (In-Office, 5 Days/Week)

Top of market pay

Startup Intensity - Judged on Output

Fastest-Growing AI-Native PropTech Company in the World

About Henry

Henry is the AI deal platform for commercial real estate. Brokers use Henry Deal to run the entire deal workflow - agentic comps, underwriting, and instantly generated deal materials like pitch decks, BOVs, and offering memoranda. We're the fastest-growing AI-native proptech company in the world, backed by tier one VCs including YC and already used by 80% of the top CRE brokerages in the world.

Why Now

We're about to hire more people in the next twelve months than we have in the company's entire history - 20+ roles across engineering, product, enterprise sales, mid-market, self-serve, and growth. Enterprise pods going after the biggest CRE brokerages and asset managers in the world. A self-serve team built to put every broker in the country on Henry.

Today that hiring runs through the CEO, a handful of agencies, and whoever has a free hour to source. It's gotten us here. It will not get us to the next stage. We've also learned the cost of a mis-hire the hard way - at our pace, one wrong seat costs a quarter.

This isn't an HR role. This isn't a coordinator role. This is a find-the-people-who-build-the-company role.

What You'll Own

• The hiring plan, end to end. Every open seat - from VP to BDR - has an owner, a scorecard, a timeline, and a pipeline. That owner is you.

• Sourcing like it's sales. The best people aren't applying. You'll map the top engineering teams in AI, the best reps at the top CRE brokerages and SaaS companies, and go get them. Cold outreach, referrals, events, poaching with respect - whatever it takes.

• The bar. You'll build the interview loops, scorecards, and calibration for every function - and hold hiring managers to them, including the CEO. Exceptions need a reason, in writing.

• Closing. Great candidates have options. You'll run the process so tight and sell Henry so well that we win the people we want - and you'll know comp and equity well enough to structure offers that close.

• Replacing agency spend with a machine. Today we pay recruiters to do what we should do better ourselves. Within six months, the majority of hires come from our own pipeline.

• Co-piloting with the founder. The CEO has personally run most of our hiring. He'll stay close on senior roles and get out of your way everywhere else.

The Number

This role is measured on hires that work. Concretely:

• A hiring plan you own , agreed in writing in your first 30 days: 20+ hires in year one, by function and by quarter.

• Time to fill. 30 days for individual contributor roles, 60 days for leadership.

• Quality, not just volume. Every hire gets a 90-day check. If they're not ramping, we look at the process that let them through.

• Agency spend down 75% by month three, with a majority of hires sourced in-house.

• You report directly to the CEO , with a weekly review of every open seat, pipeline by stage, and conversion. Nothing hides.

If that made your heart rate go up in a bad way, stop here. If it's the clearest job description you've read all year, keep going.

Who You Are

Two archetypes work - the title matches the profile, the ownership is identical:

The proven operator (Head of Talent): you built recruiting at a tier-1 venture-backed startup through real scaling - hired engineers and sellers, owned a hiring plan, and have the scar tissue of hires that didn't work.

The elite recruiter (Founding Recruiter): top-performing agency, search firm, or in-house recruiter at a high-bar company - you've been the one closing the hardest candidates and you're ready to trade someone else's process for ownership and hard accountability.

Either way:

• You're a builder, not an administrator. There's no ATS workflow to tune. You start from a hiring plan and a blank page.

• You're scrappy enough to do it yourself. Sourcing, screening, scheduling, closing. No team to delegate to on day one.

• You have taste in people. You can tell the difference between someone who interviews well and someone who will actually perform - and you're not afraid to say it to a hiring manager.

• You can sell. You'll be pitching Henry to people who aren't looking. If you can't get a senior engineer or a top-producing rep excited on a 15-minute call, this isn't the job.

• A massive chip on your shoulder. You've been overlooked, doubted, or counted out. You have something to prove and no one is going to stop you.

• You're in NYC or willing to relocate , and you match the intensity of the building. Judged on output, not hours - but year-one output here doesn't fit in 40 hours, and you already know that.

Bonus Points If You

• Have hired engineers at an AI-native company

• Have recruited sellers out of CRE brokerages, capital markets, or financial services

• Have built a recruiting function from zero at a Series A-C startup

What You Get

• A blank canvas with a real hiring plan, real budget, and a category-defining company to build

• The fastest path to VP of People at a company that will need one

• Equity in a venture-backed company growing faster than we can staff

• A founder who will fight alongside you to land every great candidate - and get out of your way once you're rolling