The founders. There is no HR layer above you, which means the policies you write are the ones the company runs on, and the calls you make are yours to defend.
People operations for a remote-first team hiring across MENA and India. You own the pipeline for marketing, engineering and creative roles, the employment contracts and the compliance behind them, and the review cadence the whole company runs on. You report to the founders. There is no HR layer above you and no template to inherit, so the system you build is the one we keep.
Frequently asked questions
There is a team, a set of contracts and a review cadence that needs an owner. There is no ATS, no HRIS and no inherited playbook. You choose the tools and build the process.
Enough to draft a compliant contract, run a clean offboarding, and recognise the point where a case needs counsel. We do not expect a lawyer. We expect you to know where that line sits.
Notice periods, contract structure and statutory leave differ by market. You keep each one current rather than applying the UAE template everywhere and correcting it later.
Documenting what already exists, then closing the gaps in order: contract templates, onboarding, the review cycle. Hiring runs alongside it from week one.
HR Executive
What We Are Looking For
- Two to four years running recruitment and people operations, ideally at an agency or a company that ships fast.
- Working knowledge of UAE labour law and employment contracts, and the judgement to know when to get counsel.
- Experience building process from nothing: policies, onboarding, review cycles, documentation people actually read.
- Comfort holding a standard in a hiring conversation without turning it into a negotiation.
- Discretion. You will hold salary, performance and personal data before anyone else does.
Role & Responsibilities
- Own hiring end to end: sourcing, screening, interview design and the offer.
- Draft and manage employment contracts, and keep compliance current as the team spreads across markets.
- Onboard new joiners into our documented systems so week one is productive, not administrative.
- Run the KPI review cadence and keep it honest when it would be easier not to.
- Build the people playbook: what we pay, how we promote, how we exit well.
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