Founding Talent Partner
The scout.
The one who is genuinely obsessed with what makes people extraordinary. Not their CV. Not their credentials. The thing underneath: the learning velocity, the builder intensity, the hunger that shows up before the proof does.
You might be in talent already. You might be in exec search, a founder's office, strategy, commercial, or somewhere else entirely. We don't care about the path. We care about whether you have the instinct to see potential before the market does, and the drive to build a system that does it at scale.
Healf is Europe's fastest-growing company. Number one on the FT1000, number one on the Sifted 100.
From £1m to over £100m in under three years, with a small, talent-dense team and an electric culture with day one founder intensity.
Now we're aiming for £1bn in the next three.
We curate the world's best wellbeing brands across The Four Pillars™: EAT, MOVE, MIND, SLEEP. That's the first chapter.
The next chapter is harder and more interesting.
We are moving from one market to many, from e-commerce to a technology platform, and from curating wellbeing to defining it. We are a health company, so we think we should act like one.
At its fullest expression, Healf redefines what wellbeing means for tens of millions of people.
Why this role is Healf
At Healf, we think talent is one of the most important forms of capital allocation in the company.
Every person who joins shapes the speed, quality and ambition of everything that follows. Every hire changes what the company can become. That is why we do not see this as a conventional talent acquisition role.
Talent acquisition is the functional label. Building a recognition engine for a generational company is the real job.
We are not fishing with a rod. We are building a pond.
What we mean by that
Somewhere in London right now there is a twenty-seven-year-old associate at BCG who spends sixty hours a week on client work and then goes home and tracks their sleep on a Whoop, does a cold plunge on Saturday morning, and takes AG1 before their run. Healf isn't just a company to that person. It's their identity expressed as a business. They are brilliant, disciplined, trained to break down any problem into its component parts, and they are absolutely starving to own something. They just don't know we're hiring.
Somewhere else there is a founding engineer at a well-known tech company who has never heard of Healf and wouldn't click on a LinkedIn InMail if you sent one. But if someone who understood what they actually cared about reached them in the right way, at the right moment, with the right story, they would listen.
These people are not found through job boards or recruiter databases. They are found by someone who understands what makes them tick, knows where they gather, and builds the relationships and experiences that pull them into Healf's orbit before there is even a role to fill.
That is the job.
What you will own
→ Finding people others miss, and building the system that does it at scale. Not the obvious candidates. The ones who don't look like candidates yet. The operator three years into Goldman who's ready to build. The designer who doesn't know Healf exists. The data engineer who's happy where they are but hasn't been shown what they could build here. In the short term, you will develop the instincts, the networks, and the outreach that surfaces them. Over time, you will help design the ecosystem that makes extraordinary people come to Healf before they're looking. Content, events, programmes, relationships. The Wellbeing Intelligence Summit. The Velocity Programme for career changers. Every person you bring in from a prestige firm becomes a recruiter for the next one, because those networks are incredibly tight. The second and third hires are ten times easier than the first. That's how the pond fills itself.
→ Winning people others can't. The best candidates have options. You will learn what actually moves someone from interested to committed. Not the pitch. The thing underneath the pitch: understanding what they want from the next chapter of their life and showing them why this is it.
→ Reading signal, not noise. CVs lie. Credentials are noisy. A first-class degree from a top university is a signal, but it's a weak one. You will develop the judgement to read the things that actually predict performance at Healf: learning velocity, ownership orientation, builder intensity, contrarian conviction, comfort with ambiguity. You will learn to see potential before proof.
→ Building the methodology. This is not just about instinct. It is about building a repeatable system for identifying what extraordinary looks like at Healf and testing for it consistently. Psychometric profiling. Cognitive assessment. Structured interviewing calibrated to the traits that actually predict success here. You will help build the assessment architecture that means every hire raises the floor and every cohort is better than the last.
→ Being close to the build. You will sit near leadership, near strategy, near the decisions that shape the company. You will work closely with senior leaders on some of the most important hires in the business. This is not a back-office function. This is company-building work with a talent lens.
Twelve months
→ Healf's most critical hires filled with people who raised the bar → A sourcing engine that consistently surfaces candidates the market hasn't found → A warm pipeline of extraordinary people from prestige firms, tech companies, and unconventional backgrounds who already know Healf and want in → A relationship with senior leaders where you are trusted on judgement, not just logistics → An emerging assessment methodology that sees potential before proof → Candidates who turned us down still tell people Healf was the best hiring experience they've had
Why you're Healf
You are fascinated by people. Not in an HR way. In a what-makes-someone-extraordinary way. You notice things about people that others miss. You read energy, ambition and intelligence quickly and accurately. You have strong opinions about who is going to be great and you are usually right.
You are a psychologist by instinct. You want to understand why someone chose what they chose, what they're running towards, and what makes them come alive. You are the person at dinner who asks the question that makes everyone else at the table go quiet because the answer is so interesting.
You are charismatic. People respond to you. You can hold a conversation with a senior candidate who has three better-known offers and make them genuinely reconsider. Not through selling. Through understanding what they actually want and showing them something they hadn't considered.
You are competitive. Winning a candidate who was leaning somewhere else gives you a specific kind of satisfaction that you don't need to explain to anyone who shares it.
You are commercial. You understand that hiring is not a support function. Every seat filled with the right person is leverage. Every seat filled with the wrong person is drag. You think about talent the way a good investor thinks about capital: where does it compound fastest?
You are a builder. You don't need a playbook. You will build the playbook. And then you will rewrite it when you find something better. Over time, you will help turn instinct into system and system into competitive advantage.
You are early in your career but clearly on the way up. Not ten or fifteen years of experience. Intensity, horsepower, and trajectory. What matters is the slope, not the starting point.
Show us
→ A person you identified or hired who turned out to be significantly better than anyone expected. What did you see that others didn't?
→ Evidence you have found someone through unconventional means. Not a job board. Not an inbound application. You spotted them, you reached them, you won them.
→ A moment where you read someone's potential before the proof existed, backed your judgement, and were proved right.
→ Proof that you operate with pace. You don't wait for permission, process, or consensus. You move.
→ Something you built, fixed, or shipped outside of your job description because you saw it needed doing.
→ If you come from outside talent: evidence that people and potential are a genuine obsession, not a recent interest. How you talk about the people around you will tell us more than your CV.
The deal
Competitive base plus meaningful equity for the right person.
We ask a great deal of the people who work here. We expect full ownership and a genuine commitment to give this chapter everything you have.
In return, we will give you the same: everything we have, invested in your growth, your wellbeing, and the defining skills of the next decade.
We have built the fastest-growing company in Europe with a team small enough that every person in it shapes the outcome. That is still true today.
The next person we hire will change the trajectory of the company.
If the most important work of your career is ahead of you, this is the place to do it.
One question
Include your answer in your CV or cover letter attachment when you apply.
Pick one. Not both.
* Tell us about one person you identified or backed whose potential you saw before anyone else did. What did you see, why did you see it, and what happened?
* You're building Healf's pipeline of career changers from prestige firms. You can't use job boards, InMails, or recruiters. You have the Healf brand, the FT number one ranking, and three months. What do you build?
300 words. Show us how you think.