Senior People Business Partner, Mammoth Care

About Mammoth Brands Mammoth Brands (formerly Harry’s Inc.) is the modern CPG company behind brands Harry’s, Flamingo, Lume, Mando, and Coterie. We’re building a new model—and home—brands, founders, and talent looking to solve unmet needs, improve peoples’ lives, and ultimately challenge the status quo. Our mission is to “Create Things People Like More.” Simply put: everything we do should be better than what already exists. If it’s not, we don’t do it. This guides everything we do, from developing the best product experiences, to making Mammoth Brands a great place to work, to exploring innovative ways to give back to our community. We got our start in 2013 when our co-founders created Harry's. They built the brand differently—online first, prioritizing direct relationships with customers—and in the process learned they’d created something bigger: a playbook and platform that could help other brands grow and scale to their full potential, and a vision to reimagine consumer packaged goods. Today, Mammoth Brands is a growing portfolio of brands and the largest CPG company built in the last 20 years. Even as we grow, we take extra care to maintain the small, scrappy, entrepreneurial culture that helped to get us where we are today: to create a company that people like more, that better serves its customers, employees, and community. As a company, we’re also committed to making a positive impact and have donated over $20 million through our network of nonprofit partners to date. We build brands that move fast and think big — and we hire people who are curious about AI, willing to experiment with it in their day-to-day work, and excited to accelerate what's possible. We prioritize giving our team the tools, training, and space to build real fluency, so you grow alongside the technology and help shape how we use it.

About the Role

We’re looking for someone who is passionate about both people and business, thrives in dynamic environments, and is energized by creating impactful change and contributing to talent density at Mammoth Brands. As a Senior People Business Partner, you’ll be a sought-after strategic partner to a group of Mammoth Care senior leaders and their organizations. You’ll operate with real autonomy and judgment, shape decisions rather than execute them, and know when a call is complex enough to bring to your manager. You’ll be trusted to read the business, see what it means for people, and say the thing that needs saying.

Responsibilities

• Outcome #1: Strategic Thought Partnership. Be the People's voice in the room where business decisions get made. Partner with senior leaders to connect business strategy to talent, team, and organizational priorities, and support frontline managers in the day-to-day, from hiring and onboarding to performance conversations and team health. Bring recommendations with the tradeoffs already framed, and anticipate the people implications of business decisions before they become problems. Provide input on, deploy, and PM Mammoth Brands company-wide People processes into the Mammoth Care business unit. This includes the annual performance review process, talent planning, promotions, and engagement survey, alongside the broader PBP team. Partner on talent and succession planning for your client groups.
• Outcome #2: Coaching & Guidance. Make good leaders even better. Coach and guide your managers and leaders on performance, team health, feedback, and career pathing, including the conversations they’d rather avoid. Own the complicated people moments end to end: investigations, mediations, performance management, and exits, with strong judgment, clean documentation, and lots of empathy. Know that no two situations are alike, and be willing to make a call when the answer isn’t obvious.
• Outcome #3: Org Design & Workforce Planning. Build organizations that scale. Own org design, role scoping, leveling, and workforce planning for your client groups, bringing data and a point of view to the table. Roll up your sleeves on long-term planning and workforce planning, building the models, pressure-testing the assumptions, and turning the numbers into org and talent decisions leaders can act on. Partner with leaders through restructures, transitions, and headcount tradeoffs. Guide change with clear communication, so people understand the “why” behind the “what”.
• Outcome #4: Engagement, Retention & Talent. Keep great people, and help them grow. Turn engagement survey data into action plans that actually get followed through. Partner with leaders on retention strategy for critical talent, including internal mobility, leveling, and compensation decisions. Analyze people data to spot trends and bring forward both the diagnosis and a recommended