About this role
ABOUT RAMP
Ramp is building the smart infrastructure for finance teams, embedded in the transaction flow of every dollar a business spends. We automate how over $275B in annualized spend flows in and out of 85,000+ companies: authorizing payments, flagging risk, categorizing spend, and closing books.
The problems are high-stakes, data-dense, and unforgiving.
We hire people with high agency and high urgency. We look for slope over intercept. We care less about where you trained and more about what you’ve built. At Ramp, everyone is a builder who owns problems end to end and makes consequential decisions that shape the outcome.
The median Ramp customer saves 7.5% and grows revenue 16% in their first year – far in excess of businesses operating without Ramp. We believe every ambitious company deserves the same.
If you want to build systems that directly shape how companies move and manage billions, Ramp is the place to do it.
ABOUT THE ROLE
Ramp is hiring a People Business Partner to support managers and employees across Marketing, Finance, Legal, People, Talent, Workplace, and Executive Assistants. Reporting to the Lead People Business Partner for Business & G&A, you’ll be the primary People Business contact for these teams. This is a hands-on individual contributor role: one day you may coach an employee through a difficult conversation, and the next you may partner with a C-suite executive on a major reorganization. No task is too big or too small. You’ll build a sustainable network across employees, managers, and leaders so you deeply understand each team’s work, talent, and business goals. You’ll independently own the People Business agenda for this portfolio, including its most senior leaders: set priorities with them, shape consequential talent and organizational changes, and drive the work through implementation and results.
WHAT YOU'LL DO
- Own the People Business agenda for your portfolio. Build trusted relationships across employees, managers, and senior leaders; understand each team’s business goals, talent, and challenges; and set priorities that deliver results.
- Improve how managers manage. Coach managers through performance, feedback, development, retention, and difficult talent decisions. Help employees prepare for difficult conversations, and partner with senior leaders to strengthen management across their teams.
- Drive talent and organizational changes. Use firsthand context and people data to diagnose needs, align leaders on trade-offs, and lead work such as team redesign, leadership development or hiring, and new performance approaches through implementation and measurable results.
- Own sensitive people matters. Manage intake, communication, and follow-through for employee relations, leave, accommodations, investigations, and other cases, partnering with People Operations, Legal, Immigration, and other specialists.
- Lead performance, engagement, and compensation work. Guide teams through twice-yearly