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Our client is a private-equity-backed, multi-brand operating platform in the vacation rental and hospitality services space, partnering with founder-led and operator-driven businesses across the U.S. to help them scale while preserving what makes them great locally.

Today, the company operates across 13+ states, with 55+ brands, 1,700+ employees, and a rapidly expanding leadership footprint. Its growth model combines M&A, organic expansion, and operational excellence, placing an outsized premium on leadership quality, bench strength, and disciplined talent decisions.

Role Summary

The Senior Manager, HR Strategic Initiatives is a high-impact change agent who takes ambiguous, high-priority HR problems and drives them to a structured, measurable outcome. This role sits at the center of program design, execution, and continuous improvement for the company's people function, translating strategic priorities into initiatives that actually land in the field.

This leader owns the sequencing and execution of the HR strategic initiative roadmap, builds the metrics and reporting infrastructure that gives leadership a decision-ready view of the people function, and drives adoption of new programs across a decentralized, multi-brand organization.

This role reports to the VP of HR Strategic Initiatives and works in close partnership with Talent, Total Rewards, Talent Acquisition, HRBPs, and Operations leadership.

What Success Looks Like

• HR strategic initiatives move from idea, to piloted, to scaled, on a defined timeline, with quantified impact.
• Leadership has a single, decision-ready view of HR metrics (engagement, staffing, recruiting, total cost) rather than scattered, inconsistent reporting.
• Programs are designed once, piloted small, and rolled out with real adoption in the field, not shelved playbooks.
• Complex, ambiguous problems get broken into clear modules and worked methodically to resolution.
• HR is seen as a structured, analytical partner that drives measurable outcomes, not just a support function.

Core Responsibilities

• Strategic Initiative LeadershipOwn the HR strategic initiative roadmap: translate ambiguous priorities into scoped initiatives with clear milestones, owners, and timelines.
• Run execution against the roadmap with urgency and accountability, surfacing blockers and driving them to resolution.
• Sequence initiatives using a crawl-walk-run approach: pilot with a small cohort, validate impact, then scale platform-wide.
• Maintain the master initiative tracker and prepare executive-ready updates on progress, impact, and risk.
• Process Excellence & Continuous ImprovementApply structured problem-solving (e.g., Six Sigma / DMAIC) to break down complex HR and operating problems into workable modules.
• Design and pilot process improvements, measuring results rigorously rather than relying on anecdote; every initiative should have a quantified before/after.
• Build repeatable playbooks and frameworks that can be codified, trained, and adopted across a decentralized, multi-brand organization.
• Metrics, Reporting & AnalyticsBuild and maintain the HR metrics dashboard and scorecards (engagement, staffing, recruiting, total cost) that give leadership a decision-ready view of the people function.
• Turn workforce and program data into clear, quantified narratives for executive and board audiences.
• Examples include HR metrics dashboard/scorecard build-out, eNPS and engagement measurement design, and talent review/feedback framework reporting.
• Cross-Functional Program ManagementManage multiple concurrent initiatives across Talent, Total Rewards, Talent Acquisition, and field operations stakeholders, without formal authority over most of the people involved.
• Partner with Regional HRBPs, Brand Presidents, and functional leaders to socialize new programs and drive adoption in the field.
• Own the operating rhythm for HR strategic initiatives: recurring check-ins, KPI tracking, and re-prioritization as business needs shift.
• Field Presence & Feedback LoopTravel to local shops/brands to pressure-test whether initiatives are actually landing as designed.
• Gather real feedback on program effectiveness and translate field insight into actionable refinements.
• Stakeholder Influence & Change ManagementExercise influence without authority to move initiatives forward across functions and brand-level leaders.
• Communicate concisely and persuasively; translate complex analysis into a clear point of view and recommended path forward.

Ideal Profile

• 1-5 years of experience, typically at a top-tier management consulting firm (e.g., McKinsey, Bain, BCG), corporate strategy team, or PMO / continuous-improvement function.
• Demonstrated ability to work backwards from a complex, ambiguous problem, breaking it into modules or subsets and methodically working through each.
• Six Sigma, Lean, or other structured process-improvement methodology exposure (Green Belt or equivalent a plus).
• Exposure to human capital, HR, or people-strategy work is a plus, but not required.
• Comfortable navigating ambiguity and building structure where none exists, in a lean, resource-constrained, PE-backed environment.



Traits That Matter Here

• Builder mentality: energized by standing up new capability rather than maintaining an existing one.
• Highly organized, detail-oriented executor.
• Bias toward measurable, structural impact, not reliant on headcount reduction as the primary lever for results.
• Comfortable operating at two altitudes at once: in the weeds on an active initiative while keeping sight of the broader roadmap.
• Low ego, high ownership.
• Naturally connective: bridges gaps instead of creating silos.
• Sharp, concise communicator: distills complex analysis into a clear recommendation and quantified impact rather than a long narrative.