Group Chief People Officer

Build the organization that will build the future of Sixsentix.

The Opportunity

Sixsentix is entering a defining phase of its evolution. We have built an international business of more than 300 people with a strong position in Quality Engineering and Software Testing. Our next chapter is not about becoming a larger version of the company we are today. It is about building a more innovative, scalable and AI-enabled organization that creates substantially more customer value.

The Group Chief People Officer (GCPO) will join the Group Management Team (GMT) as the senior People and Organization leader, bringing deep expertise and independent judgement into the leadership of the Group. As a trusted counterpart to the CEO and a peer within the GMT, the GCPO will help shape how leadership, talent, organizational capability, culture, incentives and ways of working evolve with the business strategy.

The Mandate

This is a high-trust, high-accountability role with meaningful autonomy to shape the People organization and agenda.

The GCPO will be trusted to lead decisively within the mandate, while the most consequential leadership and organizational choices will be shaped in close partnership with the CEO, GMT and, where appropriate, the Board.
This is not an advisory role: the GCPO will be expected to form a clear point of view, influence decisions and take ownership for translating agreed direction into results.

Sixsentix operates across countries and legal entities with different strengths, maturity levels and local requirements. The GCPO will build a Group People model that creates consistency where it adds value while preserving local strength, expertise and accountability where differentiation matters.

Where the GCPO Needs to Make an Impact

1. Build the leadership organization for the next stage of growth 

   Build the leadership capabilities Sixsentix needs for the company it is becoming. Identify who can scale with the business, accelerate high-potential leaders, strengthen succession and bring in exceptional external talent where greater capability is required. Ensure the right leaders are in the right roles, address dual responsibilities where they constrain focus, and create the leadership depth required for strong, profitable growth and the next stage of scale.

2. Create an exceptional talent environment 

   Create an environment that identifies potential earlier, develops people faster and retains those capable of disproportionate impact. Build sustained access to exceptional talent in the markets and capability areas most critical to Sixsentix’s growth, while ensuring ambitious people can see meaningful opportunity to grow within the Group.

3. Turn AI into organizational leverage 

   Translate Sixsentix’s AI ambition into the People and Organization agenda: how roles, skills, leadership, workforce design and ways of working should evolve. The measure is not AI activity for its own sake, but greater customer value, faster decisions, higher productivity and a widening gap between value creation and headcount growth.

Core GCPO Responsibilities

• Own the Group People Strategy and evolve the People operating model for an international, AI-enabled organization, providing functional leadership to People teams across countries
• Lead leadership assessment, executive talent, succession, organizational design and strategic workforce planning across the Group
• Build an integrated performance and talent system connecting strategy, goals, accountability, development, succession and rewards
• Strengthen international talent acquisition and talent intelligence, creating sustained access to exceptional talent in priority markets and capability areas
• Shape Group-wide compensation, incentives, career architecture, learning, internal mobility, employee experience and retention of critical talent
• Build the People analytics, technology and AI capabilities required to improve decision quality, organizational effectiveness and the scalability of the People function
• Create Group-wide clarity on People governance and decision rights while ensuring strong local capability can respond to legal, market and cultural realities
• Preserve the speed, accountability, customer focus and entrepreneurial character of Sixsentix as the organization scales

What Progress Should Look Like

The specific measures should be agreed with the CEO and GMT once the GCPO has established the baseline. Within
the first 12-18 months, progress should be visible in four areas:

• Leadership strength – clearer leadership decisions, stronger succession and greater depth in critical roles
• Talent and workforce capability – better visibility of future capability needs, stronger internal development and improved access to exceptional external talent
• Organizational leverage – clearer accountabilities and decision rights, with AI and technology beginning to create measurable improvements in productivity, decision speed or customer value
• A stronger People engine – the People organization, processes and capabilities are increasingly aligned behind the Group strategy while preserving effective local practices

Who We Are Looking For

The GCPO we are looking for does not need to be the deepest technical expert in every People discipline. What matters most is the judgement, mindset and talent capability to help build the organization Sixsentix needs next.

Three non-negotiables:

1. Exceptional judgement about people and leadership
2. An entrepreneurial and commercial mindset, with a strong understanding of how People and organizational
   decisions translate into business performance
3. The ability to attract, assess, build and retain exceptional talent

You should also bring:

• Senior People leadership experience with the credibility and judgement to operate as a trusted peer within the Group Management Team
• Experience operating across countries, legal entities or distributed organizations, with the judgement to balance Group consistency and local differentiation
• Strong organizational design and transformation capability
• The confidence to form a clear point of view, challenge senior leaders constructively and take accountability for turning recommendations into outcomes
• Genuine curiosity and conviction about AI, technology and how they will reshape work, skills and organizational design
• A hands-on builder mindset: able to move between strategy and execution, working directly with People teams across the Group to turn ideas and decisions into reality
• The ability to combine data, specialist expertise and human judgement when the answer is not obvious

What You Will Walk Into

You will inherit an established international business and a trusted People foundation across the Group, while having significant freedom to design and build the Group-level People capabilities, operating model and practices required for the future. Core HR support is in place, the organization has access to People data and external capability where needed, and Sixsentix is continuing to build its internal AI and technology expertise.
The opportunity is to take that foundation to the next level – strengthening the strategic role of People at Group level, evolving the operating model and capabilities, and determining where stronger Group standards, local expertise, technology, AI or specialist capability can create the greatest value.
You will have meaningful autonomy to shape the People organization and agenda, with the ability to make the case for additional investment where it is needed to deliver the ambition.

Why Sixsentix?

You will join an established international company with strong customer relationships, an entrepreneurial and higha ccountability culture, and genuine scope to influence what the next version of the organization becomes.
You will work directly with the CEO and GMT and help shape leadership, organization and talent decisions that matter to the future of the business. You will not inherit a pre-defined transformation plan. You will help shape what the next version of Sixsentix should look like and how to get there.

What would we build if we could design the company of the future rather than simply improve the company of
today? If that question excites you, we should talk.