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:

- 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 fuction, 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.