IN A NUTSHELL…

We're looking for a People Development Lead to help our people grow as deliberately as our headcount has. You'll sit in our People & Culture team, report to our Chief People Officer, and help drive the programmes, rituals and bodies of work that help our crew - wherever they're based - learn, grow and do their best work.

Over the past few years Bellroy has grown its global workforce, and we've put real care into our learning culture and how we handle performance and engagement. We're proud of what we've built, and here's plenty more to do for someone who loves doing.

Development at Bellroy is broader than training. Training teaches someone to run a new procedure while development grows the person underneath it, we care a lot about the second. We want someone with a real point of view on how people grow, including the models and the psychology behind it and who can turn that thinking into practice. You'll build onboarding that sets new starters up well, develop managers who can have the conversations that matter, and coach crew through the tricky moments. You'll shape how all of this works and, just as often, be the person making it happen.

AI is changing how our crew works, too. You'll help build the frameworks that guide how people use it in their roles, shape how it shows up in our culture (including how new starters meet it in onboarding), and experiment with tools that give managers direct support day to day.

We offer a seriously considered environment, products designed with intention, a B Corp commitment to business as a force for good, and a crew who genuinely love learning and improving. Decision making sits close to the work, we're honest about what's working and what's not, and we care about doing things properly rather than ticking boxes.

YOU COULD BE THE ONE IF YOU...

• Around 5+ years spent growing people and capability. That might be in people development, organisational development or HR business partnering, or somewhere less obvious, like Big 4 or strategy consulting or professional services (we care more about the development work you've done than the function you did it in)
• Run workshops or training sessions that changed how people worked afterwards
• Coached or supported managers through tricky performance and people conversations
• Strong coordination and organisation. You keep a lot of moving parts on track, hit the dates you commit to, and people trust that what you've picked up will get done
• A considered point of view on how people develop that goes deeper than how they're trained. You draw on real models of how humans learn, grow and behave at work
• Comfort with engagement and performance data (survey tools, dashboards, spreadsheets) and a knack for turning numbers into clear, human insights
• Hands on experience with AI. You're curious and have experimented with these tools in your own work, you notice how the people around you use them, and you can write guidance people follow
• A warm, candid style. You can have honest conversations without drama, and you're as happy listening as advising
• Bonus points if you've worked with frontline or retail teams. We're building out our retail presence and value someone who understands how capability grows in fast-paced, customer-facing environments.

If you don't tick every box but you're excited about building a strong development culture at Bellroy, we'd still like to hear from you.

IF YOU WERE HERE LAST WEEK, YOU MIGHT HAVE...

• Fixed a broken session on difficult performance conversations and delivered it to managers
• Coached a manager through a conversation they were dreading
• Talked a crew member who wants to move into management through what to start building now
• Prototyped an AI agent to help a manager prep for performance reviews, you work on guardrails to make sure their own judgement stays in the lead
• Run a session for crew on giving each other feedback
• Mapped out a development plan with a manager for a high performer on their team
• Spent an afternoon rebuilding a manager's onboarding so new starters get something useful and role-specific
• Updated the performance and engagement dashboard, then walked managers through their results and opportunities
• Sat with our CPO on the latest experience survey results and drafted an action outline for the senior team
• Started planning our annual learning calendar, including themes and speakers who'll give people something they can use
• Helped a manager work out what good AI use looks like in one of their team's roles, and how to support their report to meet those expectations.