Director of Governance

Director of Governance
Viana do Castelo
Viana do Castelo, Viana do Castelo 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 load-bearing role .

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

That is the point.

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