Principal, Talent & Leadership Development

Smarsh empowers its customers to manage risk and unleash intelligence in their digital communications. Our growing community of over 6500 organizations in regulated industries counts on Smarsh every day to help them spot compliance, legal or reputational risks in 80+ communication channels before those risks become regulatory fines or headlines.  Relentless innovation has fueled our journey to consistent leadership recognition from analysts like Gartner and Forrester, and our sustained, aggressive growth has landed Smarsh in the annual Inc. 5000 list of fastest-growing American companies since 2008.

We are looking for an experienced, hands-on talent leader to build a culture that raises the bar on talent: where leaders know what great looks like, how to spot it, and how to grow it.

This person will build talent and leadership programs largely from the ground up using industry-leading practices, lead how we attract, identify, develop and promote high-potential talent, and evaluate, select, and bring in AI-driven talent practices, including predictive talent forecasting, for better and faster talent decisions. This role is about knowing the AI talent-tech landscape deeply and choosing and deploying the right platforms, whether vendor or in-house, not building AI models or algorithms from scratch.

This is a senior individual-contributor role with no direct reports. Impact comes through influence rather than authority: partnering with HR business partners and business leaders, earning credibility with senior executives, and using evidence and expertise to drive adoption of talent practices across the organization.

This work is as much about organizational design and change management as it is about building programs: getting the structure, roles, and processes right, and then leading the change management needed for leaders across the organization to adopt and sustain new ways of working.

We are a U.S.-based company operating globally, with colleagues across 10 countries. Programs need to work well beyond the U.S., which means designing with cultural differences in mind from the start and planning for translation and localization of content, not treating them as an afterthought.