Space is a warfighting domain. True Anomaly seeks those with the talent and ambition to build the technology that secures it.

OUR MISSION

True Anomaly delivers decisive capabilities for space superiority. We build autonomous spacecraft, advanced payloads, mission software, and space-based interceptors — enabling the U.S. and its Allies to secure the space workplace and counter threats from the ultimate high ground.

OUR VALUES

- Be the offset. We create asymmetric advantages with creativity and ingenuity.
- What would it take? We challenge assumptions to deliver ambitious results.
- It’s the people. Our team is our competitive advantage and we are better together.

BENEFITS & PERKS*

- Best-in-class healthcare: 100% company-paid medical, dental, and vision coverage for you and your dependents, with HSA/HRA options
- Generous time off: Flexible Time Off (FTO) for exempt employees, accrued PTO of up to 25 days for non-exempt employees, plus 12 paid holidays; Parental Leave; Sick Leave
- Fuel for your day: Daily catered lunch and unlimited snacks for in-office employees
- And more: 401(k) retirement plan, fitness reimbursement, and Dog Fridays
- Equity participation: Equity is included as part of our total compensation package, giving you an opportunity to share in the company’s success.

*Do not apply to fixed term and temporary roles

YOUR MISSION

True Anomaly is scaling fast. The People Business Partner(PBP)functionhas tobe more than a service layer that shows up when something breaks — ithas tobe a strategic force that leaders trust with their hardestcalls, beforethose calls become problems.

We’relooking for a Director of People Business Partners to lead that team. This is not a coordination role.It’sa trust-building role. Your PBPs will know their businesses so well — the strategy, the org dynamics, the peoplerisks, the talent gaps — that executives treat them as a core part of the leadership team, not an HR function bolted on the side.

You’llreport to the Chief People Officer and sit on the People leadership team. Your team supports every org — engineering,business development,G&A.You;’llset the standard for what “great business partnership” looks like here, andyou’llbuild a team that meets it.

The baryou’resetting

The best PBP teamsaren’tmeasured by how many programs they run.They’remeasured by whether leaders call them first. That means:

- Your PBPs know the business — the roadmap, the numbers, the org’s realstrengthsand weak spots — well enough to have a point of view, not just take a brief.

- Executives seek out your team’s read on a reorg, a promotion, a tough call on a leader, beforethey’vemade up their mind.

- Your team earns trust by being direct, discreet, and rightmore often than not.

- People Ops, Talent, and Total Rewards build their programswith your team’s input, because your PBPs understand what willactually landwith their orgs.

RESPONSIBILITIES

Build the team and the craft. Hire, coach, and grow a team of PBPs who canoperateat this level. Teach the difference between being helpful and being a trusted advisor. Push your team past task execution into real judgment — knowing when to challenge a leader, when to just listen, when to elevate.

Own the relationship with the exec team. Be the CPO’s read onwhat’sreally happening across the business — team health, leadership gaps, org risk. When an exec has a hard people call to make, you and your team should be who they think to call.

Set the operating model. Define how PBPs prioritize, partner, and show up as the company scales. What gets a PBP’s direct attention versus what routes through People Ops. Make sure the model still works at 2x headcount, not just today’s size.

Raise the talent bar. Run calibration and talent reviews that produce honest, evidence-based calls — not consensus for its own sake. Help leaders act on what the data says, including whenit’suncomfortable.

Build manager capability. Your team should be actively developing the next generation of managers across the company — coaching them through their toughest moments, not just onboarding them into the role.

Turn data into a point of view. Don’tjust report on attrition or engagement. Tell leaders what it means and what to do about it. Bring a recommendation, not a dashboard.

Partner across the People function. Work closely with Talent, Total Rewards, and People Ops so their programs are shaped by what your team knows about the business — and so your team can execute those programs well in the field.

Handle the hard stuff with judgment. Guide leaders through complex employee relati

📌 Director, People Business Partners (Quinte West)
🏢 True Anomaly
📍 Quinte West