Staff HR Business Partner

Tenstorrent is growing fast, and our leaders keep having to change how they operate to keep up. As a Staff HR Business Partner, you'll work directly with senior leaders across our North America teams on the people side of that growth: org design, leveling, performance and calibration, sensitive employee matters, and the hard conversations in between. You'll join a small HRBP team with no layers of specialists behind it. You'll own problems from start to finish and help build how this function works as you go.

This role is remote, based anywhere in the United States or Canada.

• An HRBP who has partnered directly with VP-level leaders and supported a full function or large org, ideally at a company somewhere between a few hundred and a few thousand people.
• Hands-on. You've run investigations, calibration cycles, reorgs and sensitive exits yourself rather than handing them to a specialist team.
• Willing to tell a senior leader something hard about their org, or about them, and then stay to help them act on it.
• Curious about technical work. You can explain what your client org builds and why it's hard, and that understanding shows up in your people decisions. Experience supporting sales, go-to-market or operations teams is a plus.
• Get to the real cause of people problems. When leaders are frustrated with each other, find what's underneath (a missing role, an unowned handoff, unclear decision rights) and fix that.
• Help leaders change how they work as the company grows, including on issues that cross into orgs you don't directly support.
• Make org design, leveling, performance and promotion calls that are fair and hold up when they're challenged.
• Get leaders who want different things to a decision they'll all carry out, and put the broader team's outcome ahead of any one client group.
• How a company building open AI and RISC-V compute actually runs, from silicon and software to supply chain and go-to-market.
• How to scale a People function while it's still being built, with real say in the systems and practices that come out of it.
• How to partner with leaders through repeated stages of growth, where what worked last year often has to change.