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[ Only for candidates who can join betwen 0 to 15 days ]
The bet
You have personally run a people function. Not “led HRBPs at” a big company where TA was someone else’s job, ops was someone else’s job, and L&D was a vendor. You. End to end. Closed roles yourself when it mattered. Sat across the table from a senior employee on the worst day of their year. Built a payroll process that did not break. Wrote a policy document that someone actually read.
That is the qualifying condition for this role. Everything else in this document is for people who pass that bar.
If you do not pass it, no amount of seniority, brand-name companies, or HR leadership experience makes up for it. We will know within ten minutes of an interview. Save us both the time.
If you do pass it, this is the role you have been waiting for.
Most companies treat HR as the function that processes the work other functions do. We treat it as a function that does work of its own.
Jupiter is a regulated fintech with two RBI-licensed entities, a fast product cadence, a small team, and a deliberate bet on AI in every function. The people function has been running, but it now needs an owner. You are that owner. You will run talent, HRBP, people ops, L&D, compensation, performance, compliance, and the policy layer underneath them. You will do it with a team of four. You will keep the team at four.
This is not a role for someone who wants to build a 20-person HR org. It is a role for someone who wants to prove that the highest-functioning HR team in Indian fintech can be five people deep.
The role
You will own the entire people function at Jupiter, end to end.
Talent acquisition for every function except your own, with a particular focus on closing senior roles yourself when needed. HRBP coverage for the leadership team and their teams. People ops, including payroll integrity, the HRIS, and the dozen small workflows that have to run without breaking. L&D, calibrated to what a small team actually needs. Compensation philosophy, bands, leveling, and the quarterly conversations that flow from them. Performance, calibration, and the difficult ends of it. Compliance across the two regulated entities, in coordination with legal and the internal ombudsman framework. Onboarding, offboarding, and everything in between.
If “Director of HR” makes you think of slide decks and committees, this is not your role. If it makes you think “I want to run the whole people function at a serious company with a small, sharp team and the air cover to actually do the work,” read on.
The team you’ll work with
Two halves.
The HR team itself. Four people. Capable, already running the day-to-day. They do not need a manager to tell them how to do their jobs. They need a Director who can set the bar, take the hard conversations, fight for the function in leadership meetings, and unblock them faster than they expect.
The rest of Jupiter. Small, young, fast, default-AI. Engineering, Product, CX, ops, and analytics teams that reach for an agent before they reach for a hire. People who type faster than they think. Meetings are short. Documents are shorter. The cadence is daily.
The right hire for this role respects the company they are joining. You will not be the smartest person in every room. You will not be the most senior person in every room either, despite the title. You will earn the respect of a young, sharp company by being useful to it, not by reminding it of your experience.
If you have spent the last few years building scaffolding around yourself, you will struggle here. If you are looking for the role where you finally get to run the whole function with no one in the way, read on.
What makes this different from the same title anywhere else
You will own every part of the function, not delegate three of them. Most HR Director roles at this comp band are functional specialists with a Director title. This is not that. You will own TA when it matters, HRBP when it matters, ops when it matters, and policy always.
You will be force-multiplied by AI, not threatened by it. Jupiter runs production AI agents across the business. You will use them. You will use them on resume screening, interview scheduling, calibration prep, employee Q&A, policy lookup, sentiment surfacing, onboarding journeys. The team that is small and fast today should be smaller and faster a year from now. If you do not see HR being transformed by AI in the next thirty-six months, you are not the right hire.
You will work in a regulated environment. Two RBI-regulated entities sit underneath the business. HR is one of the functions where the regulator looks, both directly through internal ombudsman directions and indirectly through fit-and-proper requirements. You will treat compliance as a design input, not a blocker.
You will not build a large team. Four people behind you. That is the team. If your career playbook is “more headcount equals more seniority,” this is not your role. If your career playbook is “leverage equals seniority,” it is.
What you’ll own
Talent acquisition. The whole funnel, from leadership-level sourcing to offer close. You will run executive searches yourself when the role demands it. You will set the bar for what “good” looks like and hold it.
HRBP. Coverage for the leadership team and the functions below. You will be the person leaders go to when they need to make a hard call about a person. You will be the person employees go to when they need to make a hard call about a leader.
People ops. HRIS, payroll, leave, benefits, the lifecycle workflows. All of it has to run without breaking. Your job is to make sure it does, not to do it personally.
L&D. Calibrated to a small, senior team. No mandatory generic training. Real investment where it pays back.
Compensation. Bands, leveling, philosophy, quarterly calibration, market benchmarking. You will own the conversation with the board on this.
Performance. Calibration cycles, performance differentiation, the difficult end of the bell curve. You will support managers in having the conversations they would rather avoid.
Compliance. RBI-aligned HR practices across the NBFC and PPI entities. POSH committee operations. The internal ombudsman framework. Data privacy and DPDP-aligned employee data handling. The regulator-readiness file.
Policy. The handbook. The work-from-home policy. The leave policy. The grievance policy. The AI-use policy. The ones that exist today and the ones you will write because the company has grown into needing them.
What we’re looking for, beyond the qualifying filter
Range across the function, not depth in one corner. You have personally led TA, HRBP, and ops in your career. If your resume is 100 percent HRBP or 100 percent TA, this is not your role.
Calm in hard conversations. You can have a termination conversation, a comp disappointment conversation, a POSH-adjacent conversation, and a leadership disagreement conversation in the same week without losing your judgment. People remember you respected them even when the answer was no.
Builder mentality at Director level. You will personally run senior searches, write policies, sit in calibration meetings, and answer payroll questions in your first ninety days. You are not above the work.
Comfort with AI as a force multiplier. You see “the team is small” as freedom, not as understaffing. You ask “can a tool do this” before you ask “who can we hire to do this.” When the engineering team builds an internal agent to handle employee FAQ, you do not feel threatened. You ask how to make it better.
Regulatory literacy, or the appetite to acquire it fast. You do not need to start as an expert in RBI HR-adjacent directions. You do need to treat compliance as a design input.
Judgment that the company will trust. This is the highest signal of all. You will make calls that affect people’s careers and the company’s culture. The leaders you report to need to know your judgment is sound enough that they do not need to second-guess it. References will be checked carefully on this.
What you won’t do
Build a twelve-person HR team in year one. Outsource the work to consultants and vendors. Run engagement surveys that no one acts on. Write policies no one reads. Treat compliance as someone else’s job. Sit in committees instead of doing the work. Spend energy defending why HR matters. The company already knows it does.
What success looks like at twelve months
Critical hiring closes faster than industry benchmark, measured. Leadership cites you as a trusted advisor on the hard calls. The HR team of four is still four, doing more than they did a year ago, with measurable AI leverage. The handbook and policy stack is current and clear. The regulator-readiness file is in order. The company’s people health, by whatever measures you and leadership agree on, is moving in the right direction.
The basics
Experience: 10 to 14 years across talent acquisition, HRBP, and people operations. We are looking for range across the function, not depth in one corner.
Compensation: ₹50L to ₹75L cash, plus equity. We pay at the standard for HR Director roles at Series D Indian fintech. If you are exceptional, we will go higher. We will be specific about valuation, strike, vesting, and the math in the conversation.
Location: Bangalore, in person. This is not a remote role.
Reporting: Reports to company leadership.
Team: You will manage four people, all already in seat.