About Docupath

Docupath wants to help people become superhuman with the power of AI. Every day, businesses drown in document processing — invoices, orders, contracts — stuck in manual, repetitive work that prevents them from reaching their true potential.

We're building the most intelligent, AI-native document processing platform in the world. Powered by our AI Model Garden, Docupath extracts, validates, and refines document data so teams can work smarter, move faster, and achieve more. No templates. No manual effort. Just effortless automation that turns documents into intelligence and plugs directly into the systems our customers already use.

We're a fast-growing startup powered by people who take ownership, value teamwork, and sweat the details. If you're energized by a fast-paced environment and want to help redefine how the world works with documents, you'll feel at home here.

Role Overview

Docupath is an AI-native document intelligence platform that turns unstructured business documents, such as invoices, purchase orders, and contracts, into structured, validated data. Rather than relying on a single model or rigid templates, Docupath orchestrates a network of specialised AI models with human-in-the-loop review, and is used both directly by enterprises and embedded by global software vendors into their own platforms under their own brand.

Our single biggest constraint on growth is our ability to attract, hire, and grow exceptional people faster than the companies we compete with for talent. As we scale from around 40 people toward 100+ across five or more countries and legal entities over the next 18 months, we need a leader who treats talent as a growth engine, not an administrative function.

The Head of People & Talent owns how Docupath finds, wins, grows, and, when necessary, parts ways with talent, end-to-end. This is a builder's role, not a policy role. Success is measured by the quality and speed of hiring, the strength of the people we develop, and the leverage the team creates, never by the volume of process introduced. Statutory and compliance obligations are a floor to clear efficiently in every jurisdiction we operate in, not a program that dictates how the company runs.

You will start hands-on, personally sourcing, running searches, and building the hiring machine, then stand up a People & Talent team beneath you as we scale. As Docupath grows, individual pillars of this role are expected to evolve into dedicated functions, making this an opportunity to shape the foundations of how a global, multi-entity company hires and grows.

Key Responsibility Areas

1. Talent Attraction & Employer Brand

Make Docupath a company exceptional people seek out, and keep a live pipeline running ahead of every hire we will need.

•       Own Docupath's employer brand and its expression across LinkedIn, other social channels, and the careers presence; craft the narrative that makes top candidates want to join an AI-native scale-up.

•       Run proactive sourcing at scale (direct outreach, talent pooling, and always-on pipelines for critical and repeat roles) rather than reacting only when a seat opens.

•       Manage headhunter and search-firm relationships where they add leverage, and hold them to speed and quality rather than retainer comfort.

•       Build the Sri Lanka talent engine (university partnerships, campus activity, and early-career pipelines) and manage recruitment-pod cost and capacity against hiring demand.

•       Translate the workforce plan into a forward hiring roadmap so attraction runs ahead of need across all entities and geographies.

2. Recruitment & Selection

Design a hiring process that reliably identifies top talent and moves fast: high signal, low friction, no bureaucracy.

•       Own the end-to-end recruitment process and the hiring tech stack (e.g. Alva Labs), configuring structured, evidence-based selection that raises signal without slowing the funnel.

•       Design role scorecards, structured interviews, and assessment methods that balance rigour with start-up speed, and equip hiring managers to run them well.

•       Own funnel metrics such as time-to-hire, quality-of-hire, pass-through, and source effectiveness, and continuously tune the process against them.

•       Protect the bar: make consistent, well-calibrated hiring decisions the default, and remove friction that loses Docupath strong candidates to slower competitors.

•       Own the offer and closing process, working with the founding team to convert priority candidates.

3. Onboarding, Development & Performance

Once talent is in, make sure it lands well, grows fast, and is assessed honestly, without a heavy performance-management apparatus.

•       Design and run onboarding that gets new joiners productive and connected quickly across a distributed, multi-country team.

•       Build a performance and assessment framework that is deliberately lightweight and fast: enough rigour to make honest calls on who is thriving and who is not, without heavy cycles that consume the organisation.

•       Own talent development: manager enablement, training initiatives, and the learning stack (LMS); prioritise capability that compounds as the team scales.

•       Identify and grow high performers and future leaders; make development a driver of retention rather than a checkbox.

•       Give leaders the tools and cadence to coach and assess their own teams, so people development scales without routing through you.

4. Managing Underperformance & Exits

Keep the bar high: act quickly and fairly on people who are not working out, and handle every exit cleanly.

•       Own the process for identifying and acting on underperformance early; make performance-managing out a fast, fair, and normal part of protecting the bar.

•       Run exits, voluntary and involuntary, professionally and humanely, protecting both the individual's dignity and Docupath's reputation as an employer.

•       Ensure exits meet the minimum required in each jurisdiction, executed at speed rather than dragged out by process.

•       Capture learnings from regretted and non-regretted attrition and feed them back into hiring and management.

5. People Operations & Multi-Entity Employment

Own the machinery of employing people across a five-entity, multi-country group, and run the shift from consultants to employees.

•       Lead the transition of the current consultant workforce (contracted to the UAE FZCO) into a scalable, multi-entity employment model as Docupath establishes and grows entities across its markets.

•       Own the employment operating model across 5+ countries and legal entities: employment structures, EOR/PEO relationships where appropriate, payroll coordination, contracts, and joiner/leaver operations.

•       Own the People data and systems layer, the HRIS operating model and the workflows and definitions behind it, partnering with Technology Operations on system selection and implementation.

•       Own the compensation framework: banding, benchmarking, and benefits design that is competitive across geographies and scalable as headcount grows.

•       Keep Docupath compliant with statutory employment obligations in every jurisdiction, treated as a floor to clear, standardised and automated wherever possible, never as a source of drag.

6. Culture, Communication & People Insight

Keep the team aligned and the culture intact through fast growth, and give leadership a clear, data-backed read on the organisation.

•       Steward Docupath's culture and values through rapid scaling and across geographies, protecting what makes the team effective as headcount multiplies.

•       Own internal people communication: how the company communicates change, expectations, and organisational decisions to a distributed workforce.

•       Give the founding team a data-backed read on the organisation (headcount, hiring, attrition, engagement, and capacity) as an input to decisions rather than a reporting ritual.

•       Act as a trusted, direct advisor to the COO and leadership on org design, team structure, and people risk as the company grows.

Note: This role starts hands-on and individually accountable, personally sourcing, running searches, and building the hiring machine, with a People & Talent team (recruiters, a Sri Lanka pod, and specialist support) built out and led as headcount and hiring volume grow. The expected operating model is direct ownership of attraction, hiring, and the employment build-out now, with delegation to a team over time, never the reverse in which process replaces hands-on judgement.

Required Experience & Profile

•       8 to 12 years in talent, recruiting, or people leadership roles, with a clear track record inside high-growth technology or SaaS scale-ups, not primarily corporate or enterprise HR.

•       Demonstrated ownership of building recruiting engines that hired at pace and quality through rapid growth (e.g. scaling a team past 100 to 200 people).

•       A hands-on recruiter at heart: has personally sourced and closed senior candidates and run structured hiring, not only managed recruiters.

•       Practical experience designing and running structured, evidence-based selection (assessment tools, scorecards, structured interviews); familiarity with modern hiring platforms such as Alva Labs is a plus.

•       Experience operating across multiple countries and legal entities, including the practicalities of multi-jurisdiction employment, EOR/PEO models, and payroll coordination.

•       Comfortable owning compensation frameworks and benefits across geographies.

•       Track record of building lightweight, fast performance and development frameworks appropriate to a start-up, and of managing people out cleanly when needed.

•       Treats employment compliance as a floor to clear efficiently, with a bias for standardising and automating it rather than building bureaucracy around it.

•       Excellent English communication skills; credible with candidates, senior hires, and the founding team alike.

•       High degree of ownership and comfort operating in an early-stage environment where structure is being created rather than inherited.

Personal Attributes

•       Growth-oriented and commercially minded: sees people strategy as a lever for company growth, not a control function.

•       Builder mindset: does the work personally until a team exists, then builds and leads that team.

•       Speed-biased and pragmatic: favours working systems and fast decisions over polished policies and process.

•       High judgement on talent; able to spot and close exceptional people and to make honest calls on who is not working out.

•       Direct, evidence-led communicator; willing to challenge the founding team and hiring managers constructively.

•       High integrity and discretion with sensitive people matters.

•       Comfortable with ambiguity, multiple entities, and a distributed, multicultural workforce.

Who Should Apply

This role suits people leaders who see talent as a growth engine and are energised by building. Likely backgrounds include:

•       Heads of Talent or Talent Acquisition leaders from high-growth SaaS or technology scale-ups who have built hiring engines from scratch.

•       People or Talent leaders who have scaled a company through the 40 to 200 stage across multiple countries.

•       Senior technical or executive recruiters ready to step into a broader People & Talent leadership seat.

•       Founders' first People hires or fractional People leaders wanting a hands-on, high-ownership role at an ambitious AI-native company.

Why Join Docupath

•       Own the people growth engine of an AI-native company scaling from 40 to 200+ across five or more countries, one of the highest-leverage seats in the business.

•       A senior, founder-facing role reporting directly to the COO, with real influence over how Docupath grows and who it grows with.

•       Build the foundations (attraction, hiring, development, and a modern multi-entity employment model) rather than inheriting someone else's process.

•       Shape a deliberately anti-bureaucratic people function where speed, judgement, and quality of hire matter more than process volume.

•       Exposure to complex, multi-jurisdiction operations spanning the EU, US, UAE, and Sri Lanka, at a fast-growing company with global ambitions.