Talent Scout

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.

The SeatThis role sits inside Healf's performance function. The function is the small R&D engine designing the systems, science and standards that bring exceptional people to Healf, and unlock genuine high performance once they are here. The Scout works alongside the UK Talent Lead, the Head of Performance Science and the Human Performance Lead.

The Scout's work is not conventional recruitment. It is closer to scouting in elite sport. Identifying potential before it is visible to others, building relationships with people who do not yet know they want to work at Healf, and bringing forward the candidates who change what the company becomes.

• What You Own
• Four pillars.
• They reinforce each other, and the same person owns all four.01 FRONTIER SCOUTINGThe headline of the role.
• Healf has mapped the most concentrated talent pools in the world: the places where membership alone is a credible signal of exceptionalism.
• The Scout's job is to know those pools, build relationships inside them, and bring forward the people who change the trajectory of the company.
• Stripe alumni now looking for their next chapter.
• Deep
• Mind researchers who want to apply their work to wellbeing.
• Olympic athletes in career transition who already understand what high performance means.
• Forty pools, all mapped, all reachable for the right opportunity.
• This is where the most important work of the seat lives. 02 PERSONA ORIGINATION: EARLY CAREERS AND SMART GENERALISTSBuild the proactive pipelines for the two persona funnels where scouting compounds.
• Early careers: zero to two years, high potential, upwardly mobile, the kind of people who used to default to consulting or magic-circle firms.
• Smart generalists: two to six years, operators who can stretch into bigger work over time.
• Vet candidates against the Healf Standard once it is published by the Head of Performance Science.
• Hold a warm community of vetted people that hiring managers can draw from when allocation opens.
• Time-to-fill measured in days, not months. 03 CAREERS AND COMMUNITY BRANDOwn the careers and community brand for Healf.
• Build it world-class and unmistakably Healf.
• Wellbeing-literate, distinctive, alive.
• Not generic employer branding.
• Not consumer-brand-for-talent applied flat.
• A surface that no other company in our space has built because no other company has the cultural permission to build it. The careers site, the stories of our people, the campaigns that announce new hires, the events that bring the community together, the things ambitious people see and feel before they have applied.
• The job is to make Healf the obvious choice for the next person before they have started looking. 04 TRACKING EXTRAORDINARY TALENT THROUGH TO HIGH PERFORMANCEThe Scout owns the arc from first conversation to high performer.
• Bringing extraordinary people in is half the job.
• The other half is making sure they become the people we bet on. Stay close to the people you scout once they are in the building.
• Be part of how they land, how they are inducted, how they integrate into the culture.
• Show up in the moments that shape their performance: induction, calibration, goal-setting, leadership programmes.
• The Scout sees the whole performance and talent arc and contributes across it. Conviction first
• Credentials are proxies.
• A McKinsey associate badge.
• A Goldman analyst programme.
• A Monzo or Revolut PM role.
• Each one tells the market that someone is smart, fast-learning, hardworking, conscientious.
• By the time the stamp arrives, every serious employer is competing for the same person.

We read those qualities directly. We do not wait two years at McKinsey to know whether someone is sharp. We tell from a conversation, a piece of writing, the way they handle a problem, the way they learn something new in a single day. The Healf Standard is being built so the assessment is consistent across the team. The Scout applies it to people the market has not yet stamped.

We also surface the best of those who have already chosen Healf. Stephanie Sinclair, Freshfields to BCG to Healf. Siddhansh Arora, Partner at BCG to Healf, now growing through the company. Stories told with craft so the next exceptional person sees themselves in them and leans in. Two motions, one engine. Read the people directly, before the stamp. Tell the stories of the ones already here. Compound.

The Healf DayThe Institute is building a programme called the Talent Frontier. Cohorts, evening sessions, weekend builds, and Healf Days where candidates spend a day with the team learning a capability they will need for the next decade of their career, then shipping something with it. Paid or subsidised. Designed to be high-signal and unforgettable.

The Scout is the funnel into the Frontier. Find the people. Bring them in. Stay close to them through the experience. Surface the stories on the other side. The product is designed by the Head of Performance Science and the Adoption Engine. The Scout is the reason the right people are in the room. See the attached appendix for the wider system.

Why this seat mattersTalent is the most consequential capital Healf allocates. The next chapter will be won or lost by who is inside the building.

The Scout is the person finding them.

Done well, the work of this seat compounds. The community held warm today becomes the bench Healf draws from for three years. The frontier hire landed this quarter becomes the person who shapes a product, a market, a function.

The careers and community brand built this year becomes the reason the next Siddhansh chooses Healf over BCG. A single hire in the right pool, at the right moment, can shift what the company becomes.

Who you are

• The role needs a specific combination.
• Instinct about people.
• You read humans accurately at speed.
• You can tell who has more in their locker than their CV shows.
• Front-foot energy.
• You are wired to build, not to wait.
• Half your week is spent reaching out to people who do not yet know they want to work at Healf.
• Storyteller.
• You can write, design and run campaigns that make people lean in. The careers brand will only be as good as the person owning it. Operational discipline.
• Running a real funnel with a real bar.
• Quality and pace, not one or the other.
• Cultural carrier.
• You are the first face many candidates meet.
• The Healf register has to be in your voice from day one.
• High agency.
• The role does not come with a playbook.
• You build the playbook.
• Performance background helps.
• Sport, music, the arts, anything that has taught you what high performance feels like from the inside.
• The first ninety days
• The work the Scout does in the first three months shows whether the seat is set up to win.
• Map the elite talent pools most relevant to Healf's next hiring priorities.
• Begin direct outreach to the highest-priority individuals in each.
• Build the early-careers and smart-generalists funnels.
• First 50 vetted candidates in the Healf Talent Club by end of the first ninety days.
• Ship a v1 of the careers brand.
• Site, stories of two or three current Healf people, the wellbeing proposition as it stands.
• Run the first Healf Day. Format set by the Head of Performance Science and the Adoption Engine.
• The Scout brings the cohort, runs the candidate experience, surfaces the stories on the other side.
• Designed to a standard that means the next Scout follows the template, not redesigns it. Be active in at least one moment in internal development, depending on timing.
• All-hands, leadership programme, or goal-setting cycle.
• Develop a working point of view on the Healf Standard with the Head of Performance Science.
• The Deal
• Competitive and meaningful compensation package 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.