Senior Human Resources Business Partner- Technology & Platforms

Tell me about a time you helped redesign the structure of a technical organization as it scaled. What was broken before, and how did you know your new design fixed it?

whether the candidate has actually driven org design work versus just supported someone else's plan

Describe a workforce planning exercise you led. What data did you pull together and who did you need buy-in from?

comfort working with headcount and capacity data, not just intuition

Tell me about a time you had to deliver a hard message to a senior leader about their team or their own performance as a manager.

backbone and directness when the stakes and the audience are high

Tell me about a performance management case that got complicated. What made it hard and how did it end?

real experience handling underperformance in technical roles, including messy or unresolved outcomes

Describe a time your recommendation on team structure or headcount was rejected. What did you do next?

resilience and whether they escalate, adapt, or just drop the issue

Walk me through how you would build a leveling framework for engineering roles when none currently exists.

practical knowledge of job architecture and career ladders for technical populations

What's different about supporting a technology organization compared to a business or operations function, in your experience?

whether the candidate genuinely understands technical culture or is giving a generic HRBP answer

How would you go about identifying who on the technology team is ready for a leadership role versus who just wants the title?

depth of thinking on leadership development and readiness assessment, not just running a training program

What does business acumen actually mean to you in a trading firm, and how would you build enough understanding of market-making and trading technology to be credible with these leaders?

self-awareness about the learning curve and genuine curiosity about the business, not just HR process knowledge

Say a VP of Engineering wants to hire ten more people this quarter but you think the team isn't ready to absorb that growth responsibly. What do you do?

willingness to push back on leadership with data rather than just executing requests

A senior engineer is a strong individual contributor but is causing friction on the team through how he communicates in code reviews and meetings. How do you approach this with his manager?

employee relations skill with technical staff and ability to coach managers rather than take over the conversation

If engineering and platform leadership have two different opinions on how a team should be structured, how do you decide who you side with, or do you find a third option?

judgment and independence versus simply pleasing whichever leader is more senior or more vocal