People Partner

About us

Wright Partners is a corporate venture builder becoming a cash-first digital group in Indonesia and Singapore. Since 2020 we've built 20+ ventures with corporates, helped them raise USD 60M+ in Series A, and exited two.

Our work covers:

• Corporate venture building: we're paid to build new businesses with major corporates
• Equity co-builds: ventures we build with corporates and hold equity in, across agritech, climate and energy, SME fintech and healthtech
• Own-builds: ventures we build and own outright, such as Toco
• Service businesses: acquired and digitised

We build companies, run them, and share the upside with the people who build them.

We have a clear picture of the people who succeed here. Your job is to find them, confirm them quickly, and help them grow. You should be one yourself.

Very good

Top of their peer group. Sharp, fast learners who raise the bar for the people around them.

This is not about hiring someone who is simply "good enough", or hiring because a seat was empty.

Bias to action

Moves before they have perfect information. Tests, learns and adjusts. Ships something in the first week.

Not someone who waits for a brief, a budget or a sign-off.

Tactical problem solvers

Breaks a messy problem into its parts and fixes the one that matters today. Practical and hands-on, with the result as the goal.

Not someone who writes a strategy deck about the problem and stops there.

Entrepreneurial mindset

Acts like an owner. Comfortable with ambiguity and limited resources. Thinks about cash, customers and results. Would build their own thing one day.

Not someone who needs structure, a clear job box and a big-company support system.

The work: three levels

You own the whole journey of every person who joins us, from first contact to their next big role.

1. Recruiting

• Define what great looks like for each role with an outcome-based scorecard: what must this person achieve in their first 12–18 months?
• Run hiring for Wright Partners and its ventures together with our Head of Talent Acquisition. Build strong networks and pipelines, and use agencies only selectively.
• Assess for the profile above, not just for skills. Use structured interviews, real work samples and deep reference checks so that only very good, entrepreneurial people get through.
• Help portfolio ventures hire their leadership: founders, CEOs, C-suite and first key hires.
• Build our employer brand and our pitch to candidates: why a strong person should join us over large establish company, a Big 4 firm or a multinational.

2. Probation: first 3 months

• Agree written 30-, 60- and 90-day goals with each new hire and their manager on day one.
• Run an onboarding that teaches the business, not just the systems: how we make money, the venture method, and who's who.
• Hold structured check-ins at day 30 and day 60 with the new hire and their manager. Flag problems early and act on them.
• Make sure there's a clear confirm-or-exit decision by day 75, before probation ends. Only confirm clear yeses: a marginal hire confirmed is the most expensive hire we make.
• Handle probation lawfully. Under Indonesian law, probation applies only to permanent (PKWTT) staff, lasts at most 3 months and can't be extended.
• Feed every probation outcome back into recruiting: if someone didn't work out, what did our assessment miss?

3. Development after probation

• Build a simple, practical development system: career levels and expectations, individual development plans, regular feedback and coaching.
• Create on-the-job growth paths: rotations across corporate builds, own-builds and portfolio ventures, stretch assignments, and lessons from ventures that failed or exited (Pitik, Gurulab, Goreca, Titip).
• Coach managers and partners to develop their own people, and hold them accountable for doing it.
• Run performance management that's fair and quick to act: recognise strong performers early and move them up, and deal with underperformance clearly and lawfully.
• Spot future leaders and prepare them for venture leadership roles.

Underpinning all three

Business partner

• Learn the business model of every part of Wright Partners and its ventures. Turn strategy into a talent plan: which roles, when, built or bought, at what cost. Bring the people view into partner discussions on new ventures and acquisitions.

Reward

• Design salary bands, bonus schemes and performance-linked upside that reward results, not tenure.

HR foundations

• Compliance with Indonesian employment law (UU Cipta Kerja, PP 35/2021, BPJS, THR, PPh 21), plus Singapore basics where relevant.
• Run payroll and admin through an external payroll provider and simple HR software. Keep policies light, clear and fit for a fast-moving company.

What success looks like

90 days

• You can explain how each part of the business makes money and what talent each one needs.
• You've built a talent map: every key role rated against what the strategy requires, with the gaps ranked.
• You've closed at least one critical hire.
• Every new hire starts with written 30/60/90-day goals.
• HR admin is running lean.
• Partners have signed off a 12-month people plan.

12 months

• Every hire went through a structured process (scorecard, work sample, references).
• Every probation ends with a decision made on time, and lessons from it go back into hiring.
• Every confirmed team member has a development plan and a clear career path.
• At least 2 internal promotions or stretch moves have been made.
• Critical roles for the active ventures and new builds are filled.
• Keep regretted attrition low and proactively address the underlying causes of unwanted attrition

24 months

• A visibly stronger team: most senior roles are filled by people who are better than their predecessors or grown internally.
• We have a reliable pipeline for venture leaders.
• We have a reputation in Jakarta as a place that develops people.
• You're a trusted voice in partner decisions.

Who you are

Must have

• You're the profile we hire: very good, with a bias to action, a tactical problem solver and entrepreneurial. You'll fix things rather than write about them.
• 5–7 years in HR or people roles, with hands-on ownership of recruiting and people development (not mainly admin), ideally in a fast-growing company: a startup or scale-up, a consulting or professional-services firm, or a venture builder or VC portfolio.
• Proven record of developing people. You can name people you've grown into bigger roles and explain exactly how you did it.
• Business literacy. You can read a P&L, explain how a business makes money, and link people decisions to commercial results.
• Strong grounding in Indonesian employment law and practice.
• You act without waiting to be asked: you see problems before you're told, and you push back on senior people when needed.
• Fluent Bahasa Indonesia and English, spoken and written.

Nice to have

• Experience in consulting, professional services or a multi-business group (holding company, conglomerate, portfolio).
• Exposure to equity or ESOP design for employees.
• Singapore experience.

Not the right fit if…

• Your strength is mainly HR administration, policy and process.
• Your background is mainly agency or executive search. We value recruiting skill, but this role is about building and developing a team, not only filling seats.
• You'd rather run a function than help build a business.