Head of Employee Success and Culture

Key Responsibilities

Pillar 1: Culture and Employee Experience

1. Define Gradiant’s Employee Success Philosophy

Work with the Founder and CEO, the co-founder, the Head of HR, and the leadership team to articulate what employee success means at Gradiant. Translate the founders’ philosophy of helping people succeed into a clear and scalable framework that can be implemented consistently across the company.

Ensure that Gradiant's values and leadership principles are reflected in how people are hired, onboarded, developed, promoted, recognized, and supported.

2. Build a Global Employee Listening System

Create trusted channels through which employees can share their aspirations, concerns, ideas, and feedback. These may include individual conversations, focus groups, employee forums, engagement and pulse surveys, skip-level discussions, and confidential feedback mechanisms.

Identify recurring concerns and systemic barriers to employee success and work with relevant leaders to resolve them. Close the loop visibly, so employees see their feedback turn into action.

3. Lead Culture Development

Assess Gradiant's current culture across offices, business units, functions, and geographies. Identify what should be preserved, what should be strengthened, and what should be changed. Translate values into observable everyday behaviors, and develop programs and leadership practices that promote:

Mutual respect, collaboration, accountability, care for colleagues, openness and candor, excellence, entrepreneurial thinking, speed, humility, recognition of contribution, and shared ownership of the company’s success.

Help the organization periodically reflect on what it has done well, where it has fallen short, and what it must do differently. Create the space for the company to reset where necessary, rebuild trust, and move forward with renewed purpose.

4. Support Leaders at Critical Career Moments

Develop a structured approach to supporting senior leaders during important transitions: joining Gradiant, moving into a new function or geography, leading a major project, returning from an extended absence, facing performance challenges, and preparing for promotion. Ensure senior leaders are not left to navigate significant transitions alone.

Pillar 2: Capability

5. Create the Gradiant Leadership Accelerator

Design and implement a structured leadership-development program inspired by successful rotational models such as General Electric’s Edison programs. Identify high-potential talent and give selected employees meaningful assignments across engineering and technology, project execution, operations and services, sales and business development, finance and commercial management, digital solutions, corporate strategy, international markets, customer engagement, and people leadership.

The objective is a pipeline of well-rounded leaders who understand Gradiant as an integrated global company and are prepared to assume significant leadership responsibilities.

Leadership development at Gradiant is built on One Gradiant: moving leaders from "what’s in it for me" to "what’s in it for us", so they trust that when the company gains, they gain.

6. Build a Strong Mentorship and Sponsorship Culture

Establish formal and informal mentorship programs that connect employees with experienced leaders across the company. Ensure high-performing employees have access not only to mentors who advise them, but also to sponsors who actively create opportunities for them. Encourage senior leaders to take personal responsibility for developing the next generation of Gradiant leaders.

Pillar 3: Talent Systems

7. Establish Leadership Career Architecture and Development Pathways

Develop clear leadership career pathways across functions, business units and geographies, defining the capabilities, experiences and readiness required for progression into broader leadership roles.

Work with functional leaders to establish targeted individual development plans for current leaders and identified leadership successors, prioritizing critical roles and future business needs.

8. Develop the Leadership and Succession Pipeline

Partner with the CEO, the Head of HR, and business leaders to identify critical roles and potential successors. Create transparent and rigorous talent-review processes that evaluate performance, potential, readiness, development needs, and mobility. Succession focuses on senior leaders (MD minus one and corporate function leaders); people reviews extend to MD minus two and two to three levels below functional leaders.

Link succession planning to real development assignments rather than treating it as an annual planning exercise. Build a deep and diverse pipeline of future functional, regional, business, and enterprise leaders.

Across all pillars

9. Advise the CEO and Leadership Team

Serve as a trusted adviser to the Founder and CEO on employee experience, culture, leadership capability, organizational health, and talent development. Bring forward employee perspectives and emerging concerns, including matters that may not otherwise reach senior leadership.

Provide candid and independent advice while maintaining discretion, fairness, and sound judgment. Help the leadership team understand the cultural and people implications of important business decisions.

Role Requirement

The successful candidate should bring:

• Significant leadership experience in human resources, talent management, organizational development, employee experience, leadership development, or a related field.

• Experience supporting a rapidly growing, global, and culturally diverse organization.

• A strong record of building talent, leadership, learning, or organizational-development programs.

• Experience working as a trusted adviser to chief executives and senior leadership teams.

• The ability to engage credibly with employees at every level of an organization.

• Strong listening, coaching, facilitation, and conflict-resolution skills.

• Experience working across geographies, functions, and cultures.

• The ability to move between strategy and hands-on implementation.

• Strong judgment, discretion, integrity, and emotional intelligence.

• The courage to surface difficult issues while remaining constructive and solutions-oriented.

• A genuine belief that organizations succeed by helping their people succeed.