Director, People Strategy & Transformation

Join us if you: People Are the Business — In retail, the business grows only as fast as its people. A store without the right people on the floor is a store that cannot open. You see HR not as filling seats, but as building people who grow stronger alongside the company. We Are Operations — You don't see yourself as a back-office function. You are part of the operations team that keeps every store running — and you carry that ownership in everything you do. Start With Yourself — When something goes wrong, your first question is "what can we do about it?" — not who to blame. You look inward before you look outward, because that's where the real leverage is. Build to Scale — You design work to grow without growing headcount in lockstep. You always ask how today's process will hold up when the company is many times larger. Get Things Done — You close what you open and ship what works. You measure yourself by outcomes delivered, not effort spent or slides produced. What is this role? CJX is entering S-curve growth — from hundreds of stores toward many times that, and from thousands of employees toward a scale no HR function in Thai retail has built for before. The question no one has answered yet is what the HR engine of a company that size should look like — and that is your work. As Director, People Strategy & Transformation , you hold the largest picture: you design and build the entire HR system that lets the company open every store with the right people, on time, paid correctly, and stay an organization people want to grow with. This is not traditional HR that solves problems one case at a time. It is the work of building an engine that scales on its own and keeps running even on the days you are not in the room. What will you do? Own the HR vision for the whole operation at store — define what an HR engine built for thousands of stores must look like, then lead the entire function toward that picture through four teams: Transformation, Mass Recruitment, Employee Service, and Operation Compliance. Carry a result the whole company is betting on — if the talent pipeline or the payroll system breaks, the company cannot expand. You are the person accountable for making sure they don't. Build an engine that runs without you — build both the systems and the team leaders so the function can stand on its own, rather than depending on any single person. Grow and coach your team leaders — develop each Deputy Director into a true owner of their domain. Make the big cross-team calls — decide priority, resourcing, and trade-offs that affect the entire function. Keep HR inside Operations and connected across the company — work as part of the operations team, alongside other Operations function heads, with department heads across the company (Tech, Finance, Training, and more), and directly with regional leaders and stores — so the HR system connects to the whole organization and reflects what actually happens on the floor. Translate company direction into a plan — take direction from senior leadership and turn it into targets the team can execute. Who are we looking for? 10+ years in leadership, with experience managing teams. You have built or carried a system through a phase of rapid, step-change growth — and you understand that scaling is about redesigning the system, not simply hiring more people. You think at the level of the whole system, yet can go deep into the detail on the floor — you are not a leader who stays in the tower. You work well across functions — you can align people from many teams around a single direction. A finisher — you measure yourself by outcomes, not effort.