Role details
Rady to be Titan? ServiceTitan powers the businesses that keep the world running. Our compensation function is rebuilding for what comes next, and that requires someone who thinks like a product manager about the experience employees and managers have with pay. This role exists because compensation touches every employee at least once a year, and most of the time that experience is confusing, passive, or both. Managers make decisions without the right context. Employees receive outcomes without enough explanation. The cycle runs, but nobody leaves it feeling more confident about pay than when they started. That's the problem this role owns. You're a builder first. You've designed experiences for people who didn't choose to be in them, and you've learned that design quality matters as much as outcome quality. You have enough comp foundation to run a merit and equity cycle confidently, and you know that running it well is the floor, not the ceiling. The ceiling is building the tools, communications, and experiences that make every comp touchpoint better than the one before it. This role reports to the Director, Compensation. What you'll do: Compensation cycles Merit, annual performance grant, and promotion cycles are the anchors of this role: timeline management, system configuration, communications strategy, manager enablement, and post-cycle retrospectives. The first cycle you run is year-end, launching in February. You won't run it alone, but you will own it. Meeting expectations means managers and employees understand what happened and why. Exceeding expectations means you've already identified what to redesign for next year. Cycle execution includes budget modeling and Finance alignment: you need to be comfortable building and pressure-testing the numbers, not just managing the process around them. Employee and manager experience Beyond the cycle, you own every touchpoint where an employee or manager encounters compensation. When a manager needs to make a comp decision, is there a designed experience that meets them before they ever contact the team? When an employee receives an outcome, do they understand it? You measure success through sentiment, comprehension, and self-service adoption, not just whether the cycle closed on time and on budget. Enablement and communications You own the ongoing capability building that makes managers confident in compensation conversations, not just the communications cycle deadlines require. Templates, guides, training materials, whatever closes the gap between what managers need to know and what they actually do. Tools and infrastructure You own the employee and manager-facing tooling roadmap. You'll work with People Technology and People Insights and Analytics to build scalable solutions, and you'll measure whether what you shipped actually changed how people work and understand the value of their compensation. In the near term, while systems are still being developed, this also includes data audits and quality reviews: work that surfaces what needs to be fixed and informs what needs to be built. What you'll bring: 5–7 years in compensation, HR operations, or a closely adjacent product or program management role, with enough comp exposure to run a merit and equity cycle independently A product and operations mindset you can demonstrate through real examples: something you designed, built, and measured that changed how a user group experienced a program or process, not just executed it Experience owning complex, multi-stakeholder programs end to end with real accountability for the outcome, not just the execution Comfort with data audits and compensation analysis: you can identify errors, validate data integrity, and surface patterns that inform what needs to be built Active AI tool user: you can point to workflows you've built or accelerated, not just experiments you've read about Strong communicator who can translate comp mechanics into plain language for managers, employees, and senior leaders Advanced Excel or Google Sheets skills; you're comfortable in the data even if you're not a modeler first Workday experience is a plus Formal product management experience is a plus, not a requirement Who thrives here You've built things before someone asked you to. You're restless about friction you can see and haven't fixed yet. You think about who the user is before you think about what to build, and you've learned that the experience design matters as much as the outcome. You hold a high bar for clarity because compensation only works when people trust it, and trust comes from understanding. You don't wait to be asked. And you make the people around you better at their jobs. Be Human With Us: Being human isn’t about checking every box on a list. It’s about the experiences we have, people we meet, and the perspectives we share. So, if you have the skills but are hesitant