Employee Effectiveness (EE) Partner - Operations

Fluidstack•Austin, TX

About The Position

We seek an experienced, kind, and thorough partner to embed and work with Fluidstack’s operations departments (sales, marketing, finance, legal, and G&A) on people and performance matters. Initially, your coverage will be broad. As the organization scales, you’ll specialize into a narrower set of departments. In this role, you will nurture, coach, and develop your colleagues, focusing on macro and micro development to ensure they are performing to the best of their ability in healthy, scalable ways. This will take many forms: from coaching a sales manager through their first difficult performance conversation to partnering with finance leadership on team structure to supporting someone through a career transition. Rather than pushing obtuse business metrics, your practice is grounded in employee advocacy and looking for holistic solutions that meet people where they are while simultaneously moving the organization toward meaningful results. You default to a growth mindset; asking probing questions and providing nuanced feedback, allowing you to build strong, open, and trusting relationships. This is not an HR compliance role. You sit at the intersection of people and performance. You help managers manage better, not by training them in a classroom, but by working alongside them when it counts.

Requirements

Love of learning and intense curiosity about how people and teams work.
Kindness and care in how you engage with colleagues, especially when conversations are difficult.
Design thinking and problem-solving. You look for holistic solutions rather than quick fixes.
Clarity, approachability, and precision in communication.
You have partnered closely with managers before, not just administered HR processes, but actually influenced how leaders manage their people.
You understand how operations teams work: quota pressure, pipeline accountability, commission structures, cross-functional dependencies. You can speak the language of the business side and you don’t flinch when a sales leader tells you their team is different.
You can hold both accountability and empathy simultaneously. You don’t shy away from hard conversations, and you don’t deliver them without care.
You read team dynamics well and can identify patterns before they become crises.
Demonstrated experience in an HRBP, People Partner, or similar embedded role supporting go-to-market or operations teams. We care about what you’ve influenced, not how long you’ve been doing it.
We welcome candidates from coaching, organizational development, operations management, or any background where influencing manager behavior and improving team outcomes in business-facing teams were central to the work

Nice To Haves

Experience partnering with sales or GTM orgs through hypergrowth, where hiring velocity created people challenges faster than systems could absorb them.
You’ve navigated the specific performance challenges of revenue teams: how to support managers through PIP conversations tied to quota, how to handle the dynamics of commission-based comp, and how to maintain team health during territory restructuring or org changes.
Background in organizational development, coaching, or applied psychology.
Experience supporting managers through system transitions (new performance frameworks, comp changes, territory restructuring) in operations orgs specifically.

Responsibilities

Complete onboarding and immerse yourself in the operations departments: sit in on team meetings, 1:1s (with permission), and planning sessions.
Build trust-based relationships with managers across sales, marketing, finance, and G&A. Understand team dynamics, pain points, and open questions.
Map the current state of people practices across your departments: how are performance conversations happening? What’s the onboarding experience? Where are the gaps?
Identify the top 2–3 areas where manager support would have the most immediate impact.
Begin active coaching with managers on performance conversations, feedback delivery, and team-level decision-making.
Partner with the People team to roll out any new systems (performance, engagement, onboarding) within your departments, adapting for the operational context.
Surface department-level people risks to the broader People team with clear framing and proposed next steps.
Establish a regular check-in rhythm with department leadership across your coverage area.
Managers in your departments feel meaningfully more supported in people decisions. You can point to specific conversations or outcomes.
You have a clear picture of people health across your coverage area: retention risks, development gaps, team dynamics.
You’ve helped at least one People system land well in an operations department — not just deployed, but adopted.
You are seen as a trusted partner, not a compliance function. Operations leaders come to you proactively.