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We're hiring Lead, People Enablement & Transformation - to redesign how Reaktor's People and Culture services work end to end, with AI at the centre of them.
Most People teams are built vertically, as strong functions each running in its own lane. Reaktor’s P&C is built the same way: around 25 people supporting Reaktorians, with each team good at what it does. This role works horizontally. It designs the operating model, rhythm and ways of working that connect P&C's teams, so work flows between them and every Reaktorian gets a Reaktor-grade service experience, end to end. It brings the delivery discipline Reaktor's next three years will demand.
The role has three parts, and you need to want all of them:
PMO. You run the P&C portfolio and the integrated annual calendar. This is the foundation of the role and where you start.
AI and scale. You build the shared context model that lets people and AI agents work from the same understanding of P&C, and turn agentic possibilities into working practice, so the function can serve a growing business without growing at the same rate.
People services design and transformation. You design P&C's services end to end from the Reaktorian's point of view, set the shared ways of working that let P&C run well without being chased, and lead the changes too big for any one team to carry.
Where this role sits
You report to the Chief People Officer and join the P&C Lead team as a peer: Business HR, Talent Acquisition, Talent Development, People Ops (which we call HUG), and specialist teams such as Compensation. Each team owns its subject, and you build and run the machinery underneath: how priorities reach decisions, how work moves between teams and how changes land.
What you'll own
The P&C portfolio and project model. One view of every cross-team initiative, a monthly review where trade-offs get decided, and a shared way of running projects. Built to stay light, and to run increasingly on shared context and AI.
People services design. Designing P&C's services end to end around the people who use them: the moments that matter for Reaktorians and leaders, how they reach help, and how work hands off between teams, HUG and AI. You set the service standards and measure against them.
The shared context model. A maintained body of how P&C works, covering processes, policies, decisions and ownership, built so a new colleague, a leader and an AI agent can all work from it.
AI and agentic enablement. Finding where AI can take work off the function, from Reaktorian questions to contribution and salary review cycle admin, proving it with the teams that own the work, and making adoption stick.
Transformation and the operating model. Leading the changes that cut across P&C, and owning the P&C operating model: how P&C is structured, decides and works, set out on one page.
The integrated P&C calendar. The annual cycle in one place. You own the calendar and the load it puts on the business, and teams own the content of their processes.
P&C efficiency. Making P&C more efficient to run, with the P&C Leads, through better service design and AI, built into the portfolio and seen through.
M&A people integration. Establishing and enabling a P&C cross-functional M&A team from due diligence to onboarding, and improving the playbook with every deal.
Leadership enablement and the change network. A thinking partner and coach to the CPO and P&C Leads, and a network of trusted people across Reaktor who help new ways of working spread.
How you'll work
We have a clear view of how change works here, and this role carries it.
You enable others. You make the people around you more effective, and resist doing the work for them.
You see the whole picture. You trace problems to their root causes, because change that ignores the connections fixes one thing and breaks two others.
You use clarity as a leadership tool. You can explain any part of P&C on a page.
You build things that last. You optimise for shifts in behaviour that outlive the project.
You're honest and direct. You name what isn't working, because change can't start from pretending everything is fine.
Change here is gradual, trust-based and focused on behaviour. The best outcome is a team that works differently and can't quite remember when the shift happened. Your name won't always be on the result, and that comes with the job.
What this role is - and isn't
You won't own a People subject area, HR systems or people data, and you won't duplicate the work of P&C Leads. PMO here means portfolio governance and the calendar. Minutes and follow-up on actions stay with their owners. Small or single-team initiatives stay with the relevant team. This is a senior individual contributor role with no direct reports. What you will have is a clear mandate and a seat at the P&C leadership table. The role works through influence, and suits someone who makes the right thing the easy thing.
Scope
This role sets direction for how the whole of P&C operates, its work reaches every business unit, and it contributes to how Reaktor develops as a company. It is a senior individual contributor role and a peer of the P&C Leads, accountable for outcomes delivered across teams it doesn't manage, for making P&C more efficient to run, and for building capability in the people around it. Priorities are decided with the CPO and P&C leadership, and your job is to make sure they get decided well.
What success looks like after a year
P&C leadership works from one portfolio view, and stopping work is always a deliberate decision. The 2027 P&C calendar is live, and P&C projects and processes don’t collide.
Core people services are designed end to end with clear standards, Reaktorians and leaders know where to go for what, and changes stick because people were brought along.
A shared context model is used by people and AI tools, with a first set of agentic workflows live and measured.
P&C is becoming more efficient to run, and the gains are visible in the portfolio and traceable to the changes that delivered them.
The operating model fits on one page, and future M&A integrations run from a tested playbook.
What you'll bring
Ten or more years in transformation, PMO, service design, operating model or change roles, with global and People Team experience.
Experience designing services end to end around the people who use them, ideally HR: mapping the journey, setting standards and fixing the hand-offs between teams.
A PMO or portfolio track record that teams found useful. You know where governance ends and overhead begins.
Hands-on AI fluency, and a practical view of what agentic workflows need to work: clear processes, good context and clean data.
Experience structuring knowledge and processes so others can work from them, and setting direction across several teams or functions without line authority, with senior, opinionated experts.
Clear writing and structured thinking. You can put facts, options, trade-offs and a recommendation on one page. Fluent working English, with Finnish as a bonus.
Useful but not required: M&A integration, consulting or technology experience, and HR systems such as HiBob.
How we work
Reaktor has been building digital products since 2000. Our clients range from Delta Air Lines and Epic Games to Adidas and the Finnish Defence Forces. Hierarchy is light, decisions get made by the people closest to the work, and you're expected to use that freedom.
Location
Our Helsinki office, at least three days a week. The rest is flexible.
Applying
Send us a line. You don't need a CV if you don't have one ready, so a LinkedIn profile, a website or a portfolio works fine. We want Reaktor to be a place that values people for the whole of who they are, and we encourage applications from every background. If you meet most of what's above and not all of it, apply anyway. Please apply by Monday 26 October.