Back to search
Director – Human Resources
Company: STAGE OTT (Stage Technologies Private Limited)
Location: Noida, Uttar Pradesh
Employment Type: Full-Time
Reports To: CEOÂ
Position Summary
STAGE is hiring a Director- HR to define and lead its people strategy. This is a seat at the leadership table: the person who designs how STAGE organizes, grows, and rewards talent as it scales, and who is actively rethinking what an organization looks like in an AI-native world. Operational HR (payroll, compliance, HRIS) will report into this role or be governed by it, but the mandate is architecture and judgment, not day-to-day execution.
Mandate
This role owns four strategic questions for STAGE:
What should the organization look like as it scales and as AI changes how work gets done — structure, roles, spans, and reporting lines.
How does STAGE attract, develop, and retain the talent it needs to win in a category with limited precedent.
What does fair, motivating reward look like — compensation philosophy, equity, and career progression that the business can sustain.
How does STAGE build a culture that reflects its own mission of regional pride and authenticity, at a size where culture doesn't happen by accident anymore.
How does STAGE's org, talent, and workforce strategy directly serve its growth and milestones — not run as a parallel track to the business.
Key Responsibilities
People Strategy & Organizational Architecture
Design STAGE's org structure and operating model as headcount and complexity grow — not a one-time chart, but a structure that's revisited as the business changes.
Lead the shift to an AI-native organization: reassess which roles, teams, and workflows should be redesigned, consolidated, or newly created as AI tools change the nature of work across content, product, growth, and operations.
Build workforce plans grounded in expected productivity shifts from AI adoption, not historical headcount-to-output ratios.
Bring an informed, external point of view on how comparable companies are restructuring for AI, and adapt it to STAGE's context and stage.
Talent Strategy & Leadership Development
Define STAGE's talent strategy: where to build depth internally, where to hire senior talent externally, and how to close critical capability gaps.
Build leadership bench strength — identify and develop high-potential talent into future function heads.
Set the hiring bar and involvement model for senior and leadership hires alongside founders.
Total Rewards & Compensation Philosophy
Own compensation philosophy and architecture — bands, equity strategy, and progression logic that stay fair and defensible as the company scales.
Ensure reward structures are competitive enough to retain talent without compromising the company's financial discipline.
Culture & Employee Experience
Define what STAGE's culture should be as it moves past the size where founders can shape it informally, and build the systems that sustain it.
Own the employee experience agenda — engagement, feedback loops, and the policies that signal what the company actually values.
Governance, Risk & Operational Oversight
Ensure payroll, statutory compliance (EPF, ESI, TDS, POSH), and HRIS operations run with zero gaps, through strong process design and the right people/systems in place, whether owned directly or delegated.
Set the standards and audit rigor that operational HR is measured against.
Maintain a standing view of where institutional knowledge is concentrated and how to de-risk it.
Build succession coverage for function-head roles; flag single points of failure and key-person dependency before they become business risk.
Executive Partnership
Act as a thinking partner to founders on organizational and people decisions — restructuring, new function launches, leadership changes — backed by judgment and data, not just administration.
Bring people and org considerations into business strategy discussions before they become HR problems.
Requirements
Experience: 15–20+ years in HR, with at least 6–8 years in a Director/CHRO or equivalent strategic leadership capacity, ideally with direct founder or board-level exposure in a startup or fast-scaling company.
Must have:
A track record of designing org structures and operating models, not just administering existing ones
Experience building compensation philosophy and talent strategy at a leadership level
Comfort operating as a strategic partner to founders/CEOs, with the judgment to push back
Strong grounding in Indian statutory and payroll compliance — enough to govern it rigorously, even if not personally executing it
Demonstrated point of view on how AI is reshaping organizational design, roles, and workforce planning
Preferred:
Startup, OTT, media, or consumer tech background
Experience building an HR function or team from a lean starting point
External visibility as a thought leader in HR/people strategy (writing, speaking, advisory work)
Not a Fit If You
Have only operated in an execution/administrative HR capacity
Have never shaped org design, comp philosophy, or talent strategy independently
See AI as an HR tooling question rather than an organizational design question
Are uncomfortable challenging others with a strategic point of view
Want a fully-built HR team to manage rather than a function to architect
Learn more about this Employer on their Career Site
