Workforce Development & Transformation Leader

Описание вакансии

Workforce Development & Transformation Leader

Location: Huntsville, AL or San Diego, CA or St. Petersburg, Florida

PURPOSE OF THIS SEAT

The Workforce Development & Transformation Leader owns the people infrastructure that makes PVM’s growth possible. PVM operates at the intersection of Palantir’s platform and U.S. Government mission — a market that moves fast, demands cleared talent with deep technical fluency, and is being reshaped in real time by AI. This seat exists to ensure that PVM can find, develop, retain, and transform the talent it needs to deliver on its mission — at scale, across hubs, and in a market where cleared, Palantir-fluent professionals are always in demand. WD&T is not an HR function. It is a strategic capability that determines whether PVM’s growth ambitions are staffed for success or stalled by talent constraints.

When this seat is functioning well, the Talent Engine is a replicable playbook that works in every hub market, every manager is practicing effective LMA, the culture reflects the core values in daily behavior, and PVM is known as the best place to work in the Palantir GovCon space. The person in this seat is wired for urgency and curiosity — they are using AI tools themselves to scale what is right now a small people function, staying ahead of how the market is shifting, and sourcing talent in a world where Palantir and AI fluency are table stakes. When it’s breaking down, hiring is reactive, development is informal and inconsistent, urgency is treated as optional, and the Integrator is filling the gap personally.

THE 5 ROLES

1. Lead, Manage & Hold Accountable (LMA)

Own the performance and development of the WD&T function’s direct reports — People Experience (Marivic Watson) and Talent Acquisition (Dana Hensley). This seat is also the LMA steward for the company’s broader people management culture. Every manager at PVM with direct reports should be practicing effective LMA; this seat owns the standard, the training, and the accountability for that expectation cascading through the organization.

• Weekly one-on-ones with People Experience and Talent Acquisition; both seats have clear expectations and know where they stand
• Quarterly Conversations and People Analyzer assessments completed on schedule for all direct reports
• LMA standard documented, trained, and followed across every seat with direct reports in the company — this seat is the steward of that discipline, not just a practitioner of it

1. Talent Acquisition & Onboarding

Own the strategic layer above the Talent Acquisition seat — workforce planning, the Talent Engine alignment with strategy, and the standard for how PVM brings people into the organization. The Talent Acquisition seat handles full-cycle recruiting and talent design; this seat ensures that function is pointed at the right markets, shaped by the right strategy, and supported by a playbook that scales as PVM enters new hubs. No hub should activate without a talent plan.

• Ensure Talent Engine model playbook is kept current, and used as the primary tool for hub staffing planning
• Workforce plan maintained rolling 90 days ahead of business demand; no hub launch or major contract win should trigger a talent scramble
• Onboarding standard set and enforced — every new hire arrives to a consistent, intentional experience that reflects PVM’s culture from Day 1

1. Organizational Design & Change Management

You own how PVM is structured — and how that structure evolves as the company scales. Seat descriptions, accountability chart integrity, role clarity, and the elimination of org design gaps that create friction or confusion are yours. As PVM moves from one location to a multi-hub model, structural decisions compound fast. You get ahead of them. Change management is the other half of this: when the organization shifts — new hub, new function, new reporting structure, new operating cadence — you own the change architecture that makes the transition land cleanly instead of creating noise, resistance, or misalignment.

• Accountability Chart kept current and accurate — every seat has a description, every lane is clear, and structural ambiguity is surfaced to the Integrator before it creates friction
• No hub activates without a documented org design — reporting structure, seat definitions, and role clarity established before the hub goes live, not after
• Change management plans documented and executed for every significant structural shift — transitions land cleanly, with minimal cultural noise or role confusion

1. Workforce Transformation

Own PVM’s evolution as an organization — the structural, cultural, and capability shifts required to move from a small, personality-driven company to a scalable, hub-based professional services firm operating at the frontier of AI and Palantir adoption. Workforce transformation at PVM is not just about org design. It includes ensuring the organization is developing the technical and AI fluency its people need to stay ahead in a market that is moving faster than most. It means identifying where the organization is holding on to patterns, structures, or habits that worked at 20 people but will break at 75 — and leading the change before it becomes a crisis.

• Conduct an annual organizational health assessment; surface structural gaps, role ambiguities, and culture drift to the Integrator before they calcify
• Own the “Letting Go of the Vine” discipline company-wide — identify where leaders are holding work that belongs in other seats and create the conditions for clean handoffs
• Own the organizational urgency standard — Ben Thomas told us straight up that urgency is a gap; this seat is where that gets fixed or it doesn’t. Model it personally, build it into how people are hired and developed, and hold the standard when it slips
• Build and model AI fluency in the people function — use AI tools actively to scale WD&T operations; be curious about how technology is changing talent acquisition, workforce planning, and culture measurement in PVM’s specific market
• Lead the workforce planning that connects PVM’s 3-year picture to concrete hiring, development, and structural milestones — so the org chart in 2028 isn’t an accident but a plan

1. Culture Architecture

You design the conditions that make PVM’s culture replicable at scale — across hubs, across functions, and across the arc of the company’s growth. People Experience manages the day-to-day culture lifecycle: the recognition programs, the all-hands moments, the onboarding experience. This seat operates one level above that. You define what the culture is supposed to look like, build the systems that make it consistent across every hub, and identify where cultural drift is happening before it calcifies. When PVM opens Hub 3, the culture shouldn’t depend on who’s in the room — it should be embedded in how the org is structured, how managers are developed, how values are operationalized in hiring and accountability. That architecture is yours.

• Core values operationalized in systems, not just stated — values are embedded in how PVM hires, how managers run People Analyzer assessments, and how accountability conversations are framed; People Experience executes the moments, this seat builds the blueprint
• Culture drift identified and surfaced before it calcifies — a semi-annual pulse or equivalent diagnostic is owned by this seat; findings go to the Integrator with a recommended architectural response, not just a score
• Hub culture replication designed, not assumed — each new hub launches with an explicit culture integration plan; the values travel with the structure, not by osmosis.

WHAT SUCCESS LOOKS LIKE IN YEAR ONE

A new WD&T Leader who is fully in seat and functioning well by the end of their first year will have delivered:

• A finalized, hub-ready Talent Engine playbook that has been used to staff at least one hub activation
• LMA training completed and embedded — every manager in the company has been trained, and People Analyzer is running on cadence across all direct-report relationships
• A culture architecture baseline in place — core values embedded in hiring criteria, People Analyzer, and accountability conversations; PX owns the execution layer; a hub culture integration plan exists for Huntsville
• Accountability Chart current and complete — every seat has a description, every lane is documented, and at least one significant org design or structural change has been managed with a documented change plan that landed without major disruption
• Onboarding experience standardized and measured — every new hire gets the same quality start regardless of hub or function
• The Integrator fully out of the WD&T seat — no operational WD&T decisions landing on Integrators desk
• AI tools actively in use within the WD&T function — sourcing, workforce planning, and culture diagnostics are being augmented by AI; the WD&T Leader is visibly modeling the curiosity and tool fluency PVM expects across the organization
• Urgency is measurable — PVM is moving faster than it was before this seat was filled; hiring cycles are shorter, onboarding is tighter, and the organization can point to at least one initiative that moved faster because of how this seat operates

About PVM & Benefits

At PVM, we mean it when we say we value diversity. As a PVM team member, you will work with people from all different backgrounds that are passionate about the problems we solve for our customers and are focused on delivering value for our clients. Our culture encourages problem solving, leadership, and innovation, and creates an environment that will support your professional and personal growth. Here are a few highlights of the advantages of being a part of the PVM community:

• Opportunities for growth and advancement
• Tuition/Training reimbursement
• Peer bonus program
• Remote and on-site positions available
• Unlimited PTO
• Flexible work schedule

PVM delivers digital services that help government agencies unlock the power of their data for good and maximize the value of their technology investments. We design, develop, and deploy solutions to solve mission-critical problems. PVM is a black- and service-disabled veteran-owned small business and was founded by a retired Naval officer out of frustration with the status quo with one goal in mind: to help his fellow Shipmates solve the problems they were facing every day. Today, we continue to be driven by that same goal and are focused on taking on our clients’ missions as our own to make a difference in the communities we serve.

PVM believes in equal opportunity employment. We won't discriminate against any employee or applicant based on race, gender, nationality, age, religion, disability, military status, or sexual orientation. As a company and as individuals, we're committed to providing an inclusive and welcoming environment for our team, our family members, and our clients.