Head of People & Performance

Over deze functie

Monumental http://monumental.co/ is automating on-site construction with cutting-edge robotics and software. Our mission is to redefine construction through software and robots. We aim for a future where beautiful, bespoke buildings are built within a single day with minimal labor.

We’re a growing team (about 100 team members) of mostly engineers and technicians, coming from companies like Palantir, Qualcomm, Dyson, Shopify, Tesla, Meta and 1X. It’s still the early days of building the company, and this is a unique opportunity to be an early employee in a high-growth, high-ambition startup environment. From Day 1, you’ll be able to work with an experienced founding team backed by top-tier investors.

You can read more on why we believe you should spend your time working on construction https://www.monumental.co/why, and learn more about our vision https://www.monumental.co/our-vision and company https://www.monumental.co/about. You might also enjoy seeing this video by Andreas Klinger of what our office environment looks like https://www.youtube.com/watch?v=DOo8n19XEns.

About You and This Role

We're hiring our first Head of People & Performance to own how we attract, develop, and stretch our team as Monumental grows from around 100 people to several hundred over the next few years. You'll work as an extension of the founders: someone who gets the most out of everyone and scales the judgment they currently carry in their own heads.

Monumental is a unique company in that we're solving on-site construction with a vertically integrated offering. We're a hard tech company doing real R&D, financed through venture funding. We manufacture our hardware in-house, run a fully equipped workshop, manage a complex supply chain, and deploy masonry robots to construction sites across the Netherlands and the UK.

You'll own the people side of how Monumental performs: who we hire, how we develop them, how we run our performance and equity cycles, and how we keep the bar high as the company grows. Our day-to-day people operations are already covered, so your job sits one layer above that, working directly with the founders and the leadership team.

This is a hands-on, operator role. Like everyone at Monumental, you'll pick up the projects with the biggest priority at any given moment - the special projects that often span several teams and don't yet have an owner. One month that might mean standing up our performance and equity cycles; the next it might mean scoping how a new function should be staffed, reading where a team is overstretched, or untangling a problem that doesn't belong to anyone yet.

The loudest internal conversations at Monumental are about how to do better work, and you'll help keep them there. You reach for direct contact and local knowledge over standardized process, and you distrust schemes that try to make people legible by flattening them.

You should be obsessed with talent. You care more about whether a junior engineer is being stretched than whether the handbook is up to date. You can sit down with anyone in the company - software, workshop, ops - and walk away knowing what they're building and what's blocking them.

What You Might Be Working On

- Special projects. Like everyone at Monumental, you pick up the work with the biggest priority, wherever it happens to sit. Some of these are squarely people problems and many aren't. You'll move across software, workshop, operations, and the deployment teams, take on the high-priority project that needs an owner, and see it through before moving to the next thing that matters most.

- Turning team strengths into a hiring plan. You'll build a real read on where each team is strong and where it's thin, and turn that into who we hire next - especially as we work to strengthen the hardware side of the company. You'll partner with the founders on the senior hires that matter most, where you'll have a genuine view on whether someone will thrive here rather than only on whether the process ran cleanly. And you'll help scope which projects each person takes on, so our best people are consistently pointed at our most important problems.

- Talent spotting, internal and external. Finding the people who'd thrive at Monumental before anyone else has, and pulling a high-potential operator out of a deployment and into a role that fits them better. You'll build "spot great people" into how the whole company works.

- Performance cycles. Twice a year, with ad-hoc adjustments for exceptional growth. You'll own how reviews actually happen here: the conversations managers run with their teams, how we calibrate across them, and how cash and equity decisions tie back. Predictable enough to be fair, and loose enough that an exceptional contribution doesn't wait six months to be recognised.

- Equity and compensation philosophy. A clearer framework for refreshers, comp bands, and how we think about cash versus equity at different levels, so that real ownership is felt across the team rather than only at the top.

- Coaching managers. Especially first-time managers and IC-strong technical leads who haven't yet learned how to give direct, timely feedback. You coach them to have the conversation; you don't have it for them.

- Supporting people who are struggling. Spotting the early signal and making sure people get the feedback they need to course-correct. These are the conversations companies our size habitually delay, and you make sure they happen, with care.

- Soft 1:1s, redesigned. Our current cadence is stretched. You'll run a subset of these yourself and design the system that makes the rest happen well.

- Scaling the people experience. As we grow past 100, some of the systems that worked on day one start to break - perks, spending freedom, onboarding, and more. You move on what's actually needed and resist adding policy for its own sake.

- Leading the People team, including all of its future hires.

What we’re…