Director of Governance

Director of Governance
Porto
Porto, Porto District, Portugal

Head of People, Systems & Governance (Bright Tiger - Henry - Chamber Integration Lead)

Organization: JP Organization (Holding Level)

Location: Flexible (Europe–preferred time zone)

Work Mode: Hybrid / Remote with periodic
- person alignment

Engagement: Senior
- time role or
- term mandate

Why This Role Exists This role exists because JP Organization explicitly rejects three things :

Burnout disguised as ambition

Systems that look impressive but quietly break people

Governance frameworks that exist on paper but fail under pressure

JP Org operates a Chamber-based governance system (Bright Tiger, Henry, Lincoln, Charles, Atlas, Oratorium, Silence, etc. ) and a Blind Side / Blind Side of the Blind Side / Cleansing framework.

If no one owns this system as a living organism , it becomes decorative.

This role exists to ensure that people, systems, and governance stay humane, intelligent, and operationally real — not theoretical.

What Kind of Role This Is (And Is Not) This is not :

Traditional HR

A “culture manager” who writes values posters

A consultant role that advises without responsibility

This is :

A structural guardian role

A
- thinking leadership position

A human + operational risk containment function

You will sit between people, power, and process.

Role Definition The Head of People, Systems & Governance is responsible for:

Protecting human sustainability at scale

Ensuring Chamber-based governance is actually used

Preventing silent failure, idea loss, and people breakdown

Challenging systems that drift toward ego, inertia, or cruelty

This role has authority , not just influence.

You are expected to intervene.

Core Ownership Areas1. People & Welfare (Bright Tiger Lead) You own human sustainability as a system , not as sentiment.

Responsibilities

Monitor workload, pressure, and cumulative fatigue across teams

Detect early signs of burnout, emotional debt, or silent withdrawal

Escalate psychological safety risks before damage becomes visible

Coordinate caretakers, mentors, and external support when needed

Non-negotiable stance

If a structure is profitable but breaks people from the inside, it is not acceptable. Primary Chambers

Bright Tiger

Charles (relational health, cohesion, dignity)

2. Governance & Chamber Integration You ensure the Chamber system is real , not symbolic.

Responsibilities

Route key decisions through the correct Chambers

Activate Oratorium for debate, Silence for final judgment

Run Blind Side audits on major decisions and structures

Conduct
- mortems when failures, conflicts, or collapses occur

Identify when ego, habit, or speed is bypassing governance

Primary Chambers

Oratorium

Silence

Blind Side / Blind Side of the Blind Side / Cleansing axis

3. Strategy & Systems (Henry Lead) You exist to keep innovation alive without chaos.

Responsibilities

Question entrenched assumptions (“Why must it be this way? ”)

Design or refactor systems that are becoming brittle or outdated

Ensure scalability does not erase humanity

Partner with Atlas to confirm
- bearing capacity is real

Primary Chambers

Henry

Atlas

Authority & Escalation Rights You are explicitly authorized to:

Pause or slow initiatives that endanger people or integrity

Trigger Chamber escalation when normal processes fail

Challenge leadership decisions without political penalty

Demand structural change when warning signs appear

This role reports directly to Founder / President level.

Who This Role Is For This role is for someone who:

Thinks in systems, not slogans

Can sit with tension without rushing to perform

Is trusted precisely because they are not “easy”

Understands that mental and emotional debt compound like financial debt

Has the courage to say “stop” when others are speeding up

You may come from:

Organizational design

High-stakes operations

Psychology + systems work

Strategy + governance

Crisis or turnaround environments

Formal titles matter less than judgment.

Who This Role Is NOT For Do not apply if you:

Want clear, static job descriptions

Avoid conflict or escalation

Prefer consensus over correctness

Are uncomfortable questioning founders or senior leaders

Believe culture can be fixed with workshops alone

How We Evaluate This Role You will be evaluated on:

Prevention of silent failure

Quality of escalation (not quantity)

Structural clarity over time

People staying whole while standards remain high

Whether Chambers remain operational under stress

What We Offer Direct access to the organization’s structural core

Authority aligned with responsibility

A rare chance to build humane systems at real scale

Long-horizon thinking, not quarterly theatrics

Compensation aligned with scope, not titles

How to Apply Submit:

CV or professional narrative

A short note explaining how you think about people inside systems

Subject:

Head of People, Systems & Governance – JP Org

Final Note This is a
- bearing role.

If you succeed, people may never know why things didn’t break.

That is the point.

Relevant brand and business information links:

www.jporganization. art

www.jpsportsgroup.com

www.eresfutbolista.com

www.jpsportsmgmt.com

www.sportsareyourstockmarket. art

www.rawprudence. org

www.wearestarsandvictorious.com

www.welookaftercreativeminds.com

www.curetocommonapproaches.com