People Business Partner, G&A

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 reviews and engagement cycles, including manager preparation, calibration, and follow-up. Advise leaders on cash and equity rewards through partnerships with the Compensation team.

• Make the wider People Business team more effective. Identify recurring gaps, build reusable processes, guidance, or tools, drive adoption, and measure improvements in quality, consistency, or capacity.

WHAT YOU NEED

• A strong record of improving how managers manage, including direct coaching on performance, development, retention, and difficult talent decisions. Relevant experience may come from People Business Partner work, consulting, leadership development, or substantial management experience.

• Sound talent judgment and independent ownership. You can earn senior-leader trust, set priorities across a broad portfolio, and drive consequential people and organizational changes through implementation with limited direction.

• Good judgment in sensitive situations. You act decisively with incomplete in

Responsibilities

• Own the People Business agenda for your portfolio, build trusted relationships, understand business goals and talent, and set priorities that deliver results.
• Improve how managers manage by coaching them through performance, feedback, development, retention, and difficult talent decisions, and help employees prepare for difficult conversations.
• Drive talent and organizational changes using firsthand context and people data to diagnose needs, align leaders, and lead team redesign, leadership development or hiring, and performance approaches.
• Own sensitive people matters by managing intake, communication, and follow-through for employee relations, leave, accommodations, investigations, and other cases in partnership with specialists.
• Lead performance, engagement, and compensation work by guiding teams through twice-yearly reviews, calibration, and advising on cash and equity rewards.
• Make the wider People Business team more effective by identifying recurring gaps, building reusable processes or tools, driving adoption, and measuring improvements.

Requirements

• A strong record of improving how managers manage, including direct coaching on performance, development, retention, and difficult talent decisions through PBP work, consulting, leadership development, or substantial management experience.
• Sound talent judgment and independent ownership to earn senior-leader trust, set priorities, and drive consequential people and organizational changes with limited direction.
• Good judgment in sensitive situations and the ability to act decisively with incomplete information.