Principal

Comp is a Series A startup reinventing the HR function from first principles. We are growing >400% YoY with strong unit economics, close to breakeven. We are backed by tier 1 global investors, including a R$100M Series A led by Keith Rabois (Khosla, ex-COO Square/Block), Kaszek (founders of Mercado Libre, seed investors in Nubank) and Canary (founders of Loft) as well as other executives from global companies such as Nubank and General Atlantic. We work with most of Brazil’s unicorns and with large enterprises including Vivo, Nubank and iFood. We are ~70 people, based in São Paulo, and we raised this round to keep scaling in Brazil and expand into the U.
S. We help companies build & run AI-native HR functions. An AI-native HR function does three things much better than a traditional HR function: It makes better people decisions (hiring, compensation, promotion, org design, terminations, etc.) using AI to weigh every relevant piece of context against the company's unique policies, culture and strategy It operationalizes those decisions far more efficiently
- from offer letters to onboarding to performance cycles executed by agents, not by HR teams pushing buttons in 12 different SaaS portals It drastically improves the employee experience from leaders being more empowered with data and tools, to employees having more personalized experiences Companies know they need to rethink People around AI. Almost none of them know how. Comp is becoming their how, meaning we bridge the gap between where they are and where they know they want to be. We combine domain expertise and technology to do this, giving our customers speed and certainty to get there. We have built reusable components for every job-to-be-done in HR, which our Forward Deployed team then customises per customer — what a client gets is 100% fitted to their company, but almost none of it is built from scratch. The more times Comp helps customers with this work, the better Comp becomes at helping the next customer get to AI-native with speed and certainty. Over time, we aim to become the market reference for AI-native HR & “how to run People in the AI era”, globally. Think of this as the partner role at a top-tier consulting firm, recast for an AI-native company . This is technically an IC role, though you will work directly with the Forward Deployed team as the bridge between them and the client. You’ll own a book of strategic accounts. The center of gravity of the role is depth, not breadth : you are measured on whether the companies you own actually get to AI-native HR — and on how much larger and more strategic that relationship is a year in than it was on day one. Three motions, weighted heavily toward the first: Delivery (strategy ownership). For each account in your book, you own the strategic relationship with the C-level — setting the vision, framing the work, being the senior voice the customer leans on. You work hand in hand with the Forward Deployed team responsible for executing the engagement. Every engagement runs through four stages — diagnose, design, build, evolve. You own diagnose and design, scoping the work alongside the product manager who owns that journey; Forward Deployed owns build and evolve. In practice that makes you deeply hands-on for roughly the first 90 days of a new relationship — mapping the current state, designing the target state, building the roadmap to get there — and the senior voice on the account from then on. Your job is to make sure the work we deliver is the right work, and that the customer sees a partner, not a vendor. This is where most of your time goes, and it is what everything else is built on. Farming (growing the accounts you own). Expansion inside your book: new scope, new solutions, longer commitments. Because we sell a transformation rather than a seat count, each engagement opens the next — the conversation that started with compensation becomes org design, then performance management, then the operating model of the whole People function. Landing those next phases is a complex, deeply consultative process requiring alignment and buy-in from CHROs, CFOs and CEOs. You’ll be selling from inside a relationship you’ve already earned, to people who have already seen us deliver. New business. Top-of-funnel isn’t yours: demand generation, events and first meetings sit with a separate hunting team. But once an opportunity is real, you lead the close — you run the diagnostic and scoping and you present the proposal to the CHRO, and the account is then yours to own. That split is deliberate. We sell work rather than software, and the customer is buying the person who will deliver it, so whoever closes has to be whoever owns the outcome. As you grow, net-new logos will also come out of your own work: referrals, reputation, executives who move to a new company and bring us with them — and we’ll welcome all of it. But you won’t be measured on top-of-funnel volume, and you won’t spend your