Sr. HRBP Manager

About Aplazo

Aplazo is Mexico’s leading “buy now, pay later” platform, giving consumers flexible, transparent payment solutions while helping merchants grow their sales. We’re a fast-growing Series B fintech backed by top global investors, combining technology, data, and design to redefine financial access.

Role’s Mission

This role is the People counterpart for that organization—plus other support areas—owning organizational climate, compensation, performance management, and talent for the leaders it partners with.

The Sr. HRBP Manager is hands-on does three things at once. First, HRBP core: being the trusted partner technical leaders go to before making people decisions, not after. Second, organizational development: designing the frameworks and processes—leveling, career paths, manager capability, org design—that a company scaling this fast cannot improvise. Third, automation: identifying manual People processes and rebuilding them with AI so the function scales without scaling headcount.

This is a hands-on role. You will run cycles, sit in calibration sessions, have hard conversations, and build the automations yourself. Reporting directly to the Head of People, with high visibility into how the company is designed and how it grows.

Key Responsibilities

Sr. HRBP CORE

Own the People agenda for your coverage — Act as the primary People partner for Technology leaders and other support areas. Understand the business well enough to have an opinion on how the team should be structured, staffed, and rewarded.

Read and act on organizational climate — Own eNPS and wellbeing measurement for your areas. Translate results into leader-level action plans with owners and dates—the deliverable is behavior change, not a deck.

Run compensation for your coverage — Lead benchmarking, banding, merit, promotion, and equity conversations. Bring recommendations that hold up to scrutiny from both leaders and Finance.

Drive performance management end-to-end — Own the full cycle for your areas—goal setting, self and manager assessments, calibration, and follow-through. Coach managers through low-performance cases instead of running them for them.

Partner on talent — Work with Talent Acquisition on workforce planning, hiring bar, and time-to-fill for critical technical roles. Own internal mobility, succession, and retention risk for key people.

Handle employee relations with judgment — Manage sensitive cases, teams engagement plans, and exits across multiple jurisdictions with discretion and legal awareness.

Organizational development & Performance

Design OD initiatives from scratch — Build career frameworks, leveling, and competency models—including for technical tracks—that managers actually use in promotion and hiring decisions.

Build manager capability — Design and deliver development for first-time and second-layer managers. Raise the floor on feedback, calibration, and difficult conversations.

Lead org design work — Model options for spans of control, team structure, and restructures. Bring data and trade-offs to the table, not preferences.

Make culture observable — Turn values into concrete behaviors embedded in hiring, feedback, and promotion criteria—especially direct feedback culture.

Standardize what works — Document, measure, and iterate People processes so they survive growth and leadership changes.

AI & PEOPLE PROCESS AUTOMATION

Automate People workflows with AI — Identify the manual, high-volume work in the People function—reporting, cycle operations, onboarding, HRIS data reconciliation—and rebuild it as working automations.

Build, don’t just specify — Prototype with AI tools directly. The gap between "we should automate this" and "here is a working version" should close with this person in the room.

Make People data self-service — Stand up dashboards and reporting that leaders can pull themselves, so the People team stops being a query queue.

Raise the AI bar of the People team — Set standards for responsible use of AI with sensitive employee data, and bring the rest of the team along.

Measure the return — Track hours recovered and error rates reduced. The standard is adoption and impact, not the existence of a tool.

Requirements

Must Have

7+ years in Human Resources, including at least 3 as an HRBP supporting technical, product, or engineering organizations

Demonstrated ownership of compensation cycles, performance management cycles, and organizational climate measurement—end-to-end, not as support

Track record designing and implementing OD processes from scratch: career frameworks, leveling, manager development, or org design. Expert-level or deep working knowledge is required

Hands-on use of AI tools to automate real work. Has shipped at least one automation that removed manual effort from a live process

Data proficiency: advanced Excel or Google Sheets, comfort with HRIS exports, and the ability to build reporting without waiting for Data

Experience managing employee relations and terminations with real legal exposure

Strong written communication—writes recommendations that executives read and act on

Bachelor’s degree in Psychology, Business, Human Resources, or a related field (or equivalent demonstrable experience)

Nice to Have

Fintech, payments, or high-growth Series B–C experience

Multi-country People experience in LATAM (labor frameworks, local compliance)

BambooHR or a comparable HRIS; exposure to equity administration platforms such as Carta

Basic SQL, Python, or no-code automation tooling (n8n, Zapier, Make)

Experience supporting an engineering org through rapid headcount growth

Familiarity with the Mexican regulatory environment for remote work and labor compliance

Skills

Technical: compensation benchmarking, performance calibration, organizational design, people analytics, HRIS administration, AI tooling and prompt design, process automation.

Soft: direct feedback, executive presence with technical leaders, influence without authority, discretion with confidential information, high-judgment decision making, bias to action.

Languages

Spanish (native or advanced)

English (fluent) — this is a hard requirement, not a preference. Day-to-day work with the Technology organization happens in English.

What Success Looks Like

Technology leaders bring this person into people decisions before they are made, not after—the role is a partner, not an approver at the end of the line

Climate results for the coverage areas translate into leader-owned action plans, and the eNPS drivers those leaders own visibly improve

Performance and compensation cycles land on time, with consistent calibration across teams and minimal escalation to the Head of People

There is a documented leveling and career framework for technical roles that managers use in real promotion and hiring decisions

Several previously manual People processes run as AI-assisted automations, with measurable hours recovered and fewer errors

Managers in the coverage areas handle feedback and difficult conversations better than they did a year earlier—and can point to why

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