TAMIA HURST MAHR, PHR

Lead HR Business Partner and people manager advising C-suite Engineering executives within Square’s Food & Beverage ecosystem. Led organizational design, talent and performance strategy, and change initiatives tied to revenue growth, while shaping enterprise people strategies and HR enablement for scalable deployment and leading a global team of Associate HRBPs.

• Led a global team of 8 Associate HR Business Partners in Engineering, enhancing HR capability, role clarity, and performance management to support scalable execution aligned with revenue-focused product priorities.
• Partnered with HR COEs (Talent, Performance, Compensation, Employee Relations, and DEI) to shape enterprise programs through frontline HRBP insight and led HRBP readiness to support business leaders, strengthening adoption, execution consistency, and the HRBP and employee experience.

Partnered with C-suite Risk, Legal, and Compliance leaders to build organizational and leadership readiness during a critical scale phase, supporting growth to $500M revenue, a $650M run rate, and a $3.5B valuation.

• Led human capital strategy for OCC compliance during the Federal Bank Charter application, including leadership hiring, workforce planning, and organizational alignment to ensure regulatory readiness.
• Owned organizational and talent development strategy, shaping performance systems, leadership capability, and talent assessments to improve organizational health, accountability, and long-term bench strength.
• Designed and delivered leadership and inclusion interventions that strengthened manager effectiveness and organizational health, achieving an 83% eNPS across an enterprise-wide audience of 175 employees.

Advised Compliance and Legal C-suite leaders in a highly regulated crypto macro environment, enabling MiCA license readiness for European expansion across 27 EU states (~450M users) while supporting executive decision-making in a $3.1B revenue business processing ~$830B in transaction volume.

• Led human capital strategy for global Compliance and Legal teams, driving retention, organizational design, performance, leadership development, and executive talent strategies across distributed, multi-jurisdiction environments.
• Built and deployed an enterprise talent review strategy (State of the Union) across approximately 5,000 employees to drive clearer talent signals, succession risk visibility, and more consistent performance outcomes at scale.

Partnered with CTO, CLO and CMO on key organizational priorities in an inaugural Earned Wage Access product; deployed strategic human resources management to align human capital to impactful business objectives.

• Guided human-capital efforts supporting the launch of an unemployment assistance product during COVID-19, enabling organizational readiness and compliance while contributing to approximately $5M in revenue in 2021.
• Advised leaders on pandemic response and employee safety, ensuring compliance with evolving CDC guidance and employment regulations during a period of heightened operational and employee risk.
• Established and scaled EarnIn’s first DEI function, partnering with executives to integrate inclusion into business strategy, planning, and leadership accountability.

Partnered with executive, senior, and mid-level leadership at a top-25 U.S. property and casualty insurer with approximately $7.5 billion in annual revenue and a diversified commercial and personal lines portfolio.

• Co-led an enterprise HRIS migration to PeopleSoft affecting approximately 5,000 employees and completed implementation in under six months, improving core HR data integrity, reporting, and scalability.
• Served as a trusted advisor on complex employee relations and labor matters, ensuring compliant and consistent application of employment law, reducing risk, and supporting sound leadership decision-making.

Within GE’s Global Operations HR team, owned enterprise-wide organization and talent development processes including talent reviews, succession planning, and high potential programs; strengthening leadership pipelines and executive decision making.

• Led enterprise talent management, spanning succession planning, talent reviews, and high potential development, building durable leadership pipelines and strengthening executive talent decisions.
• Designed and executed a multi year talent development strategy grounded in capability assessment and data driven intervention that increased manager effectiveness by 25% and improved bench strength across the organization.