Senior Manager, Talent Management & Organizational Development

Chainalysis is hiring a Senior Manager, Talent Management & Organizational Development to own the programs, processes, and resources that drive talent quality across the company. You will report to the VP of People.

This is a high-impact IC role. Some foundations are already in place. A performance review cycle runs today, and your job is to assess it, sharpen it, and raise the bar on how ratings, calibration, and reviews work in practice. Other programs, to support top talent development do not exist and this role has an opportunity to create lasting programs from scratch. In both cases, you will present recommendations to the People Leadership Team, get alignment on direction, and then execute.

A core part of this role is making other people effective. You will create the playbooks, toolkits, and training that HR Business Partners and people managers at every level need to run great talent processes without heavy central support. You build the content. You run delivery. You measure whether it lands.

The right person brings strong practices from a consulting background or a large, well-structured organization, but does not try to copy-paste them. Chainalysis is a growth-stage company where priorities shift, ambiguity is normal, and the ability to adapt matters more than a perfect framework. You work iteratively, move fast, and stay grounded in data.

In this role, you’ll:

- Evaluate and improve the existing performance review cycle, including goal setting, mid-year check-ins, annual reviews, ratings, and calibration.

- Build the supporting materials (manager guides, calibration toolkits, talking points, FAQs) that make the process work at all levels.

- Partner with People Analytics to track completion rates, rating distributions, and other indicators of process health. Use data to drive cycle-over-cycle improvement.

- Partner with HRBPs and business leaders to ensure that the organization has a high talent delivery model.

- Build the succession planning program for critical roles: readiness assessments, development plans, and pipeline visibility for leadership, including designing and running the organization’s talent mapping process, assessment methodology (9-box or equivalent), criteria, and cadence.

- Create the frameworks that make talent conversations consistent, data-informed, and actionable across business units.

- Identify frameworks to address retention risks for high-impact contributors and recommend targeted interventions. Work with HRBPs and business leaders to roll out and integrate into ongoing talent conversations.

- Develop the content library that HRBPs need to operate as strategic talent advisors: playbooks, templates, facilitation guides, and one-pagers.

- Create enablement resources for people managers at all levels: how to set goals, give feedback, run development conversations, assess talent, and navigate the review cycle.

- Run train-the-trainer sessions, workshops, and office hours to build capability across HRBPs and managers.

- Translate talent strategy into practical tools people can use independently.

- Pick up L&D programming where it connects to talent and performance outcomes: leadership development, manager effectiveness, and high-potential acceleration.

- Identify capability gaps through performance data, engagement results, and business priorities. Recommend targeted interventions.

- Partner with external vendors and internal subject matter experts to curate or build development content where gaps exist.

- Advise on team effectiveness, organizational design, and change management as the company scales.

- Bring an OD lens to talent programs to make sure they reinforce the culture and operating model Chainalysis is building.

- Bring data, options, and clear recommendations to the People Leadership Team for key decisions on talent philosophy, program design, and process changes.

- Facilitate discussions that lead to aligned decisions. Then own the execution.

- Keep PLT informed on program outcomes, risks, and what is and is not working.

We’re looking for candidates who have:

- 5-8 years in talent management and organizational development with meaningful time spent building or redesigning talent programs (not only administering existing ones). You may have led or been part of an L&D organization, but if you are principally a training designer or facilitator, this role will not be a fit.

- Critical thinking: you review, assess, and define based on first principles. You are curiosity-led and self-directed, anticipating the organization’s needs versus waiting to have them defined for you.

- Building with agility: you are comfortable with ambiguity. You can take a vague problem, structure it, propose a path forward, and ship something useful before you have every answer. You work iteratively. You ship a minimum viable version, gather feedback, and improve. When priorities shift, you adjust without losing momentum.

- Enablement driven: you think about adoption, not just design. You have a track record in adult-learning and programs that flex to the audience. When you build something, you build the training, the resources, and the feedback loop that make it relevant and sticky.

- Metrics orientation: you default to measuring outcomes. You are comfortable with people analytics, dashboards, and making a case with data. You create with data and AI as tools, not the other way around.

- Communication: clear, direct communicator. You can present options to a leadership team, facilitate a calibration session, and write a one-page toolkit with equal skill.

- Workday fluency: experience working in Workday for talent and performance processes.

Nice to have experience:

- Background in human capital management consulting (EY, Deloitte, or comparable) and/or OD design at talent dense organizations who have scaled.

- Experience at a technology company during a period of rapid growth or organizational chan