RemotelyHR is hiring on behalf of French Florist.

Company Overview

French Florist is a floral boutique reimagining what it means to give and receive flowers. Our handcrafted arrangements are intentionally designed by expert floral designers using only the highest-quality blooms sourced from the best farms around the world. Whether for celebration, connection, or simply delight, our flowers do more than decorate, they elevate and transform moments.

With thriving corporate boutiques in Los Angeles and a rapidly expanding franchise network nationwide, French Florist is on a mission to create a more loving and compassionate world through flowers. As purveyors of beauty and connection, we don’t just deliver arrangements, we deliver emotion, meaning, and magic.

Role Summary

The Chief of Staff, People & Culture is the operational partner to the President, the owner of the People seat on our accountability chart, and the connective tissue across every department at French Florist. This role exists for two reasons that turned out to be the same reason.

Our growth has outpaced any one person’s ability to personally track every cross-functional initiative, and too much of what holds this company together still lives in people’s heads instead of in a system. At the same time, the strategic half of our People function has never had a dedicated owner. Culture, talent strategy, leadership development, and performance have been carried alongside four other jobs, which means they are the first thing to get dropped when the quarter gets hard. We are hiring someone to fix both permanently.

Be clear-eyed about how this seat is resourced. Our people operations run through an outsourced HR partner who handles payroll, compliance, HR systems and records, onboarding and offboarding, and recruiting execution. That layer works, you will not be rebuilding it, and you will own the relationship and hold it to a standard. What you will not have is an internal team. Your leverage comes from that partnership and from the systems you build, not from headcount. If you need people reporting to you in order to be effective, this is the wrong seat.

This is not a support role and it is not an administrative one. You will sit in the rooms where decisions get made, and you will be expected to have a point of view when you are in them. You will partner with Franchise Operations, Marketing, Supply Chain, Finance, Technology, and Franchise Development to move our largest projects from decision to done, and you will be the person who tells a department head their Rock is off track. If you are looking for a job where you quietly execute someone else’s plan, this is the wrong one. If you want a voice at the table and you are willing to earn it, keep reading.

We are also honest about where this leads. The person who succeeds here will understand this business better than almost anyone in it, which makes this one of the strongest launch points into broader leadership at French Florist. We are not hiring a coordinator. We are hiring someone we fully expect to outgrow this role.

Key Responsibilities

1. People & Culture Ownership

This is a seat on our accountability chart, not a focus area. You own the outcome.

•  Architect the company’s people strategy so that talent, structure, and culture align with where the business is going rather than where it has been.

•  Shape and protect the company’s culture, values, and behavioral standards, ensuring they scale without dilution across all locations and teams.

•  Own talent acquisition strategy. Our partner runs the hiring flow and sourcing. You decide who we are trying to attract, what bar we hold, and how we assess against it.

•  Build and develop strong leaders at every level through coaching, clarity, and systems that elevate accountability and performance.

•  Own the People Operating System and keep it current. The playbook exists. Making it live in how the company runs is the work.

•  Own the outsourced HR partnership. Set the standard, hold the partner to it, and stay close enough to the work to know when something is drifting. You remain accountable for people operations, compliance, and risk even though the execution sits outside the company.

•  Build the feedback mechanisms that tell us how our people are actually doing, and close the loop when they tell us something we do not want to hear.

•  Own the rollout of radical candor as a practiced skill across this company, not a phrase we repeat.

•  Be the person leaders bring the hard people problems to, and be good at those conversations.

2. Cross-Functional Project Leadership

•  Own end-to-end execution of our largest cross-departmental projects and strategic initiatives, from scoping through completion. You own the outcome, not the status update.

•  Serve as the connective link between Franchise Operations, Marketing, Supply Chain, Finance, Technology, and Franchise Development so that handoffs between departments stop getting dropped.

•  Find the bottleneck between departments and break it, before it costs us a quarter.

•  Run a live portfolio of multiple concurrent initiatives, keeping each one on schedule, on budget, and clearly owned by a specific person with a specific date.

3. Operating Rhythm & Strategic Execution

•  Run the company’s EOS operating cadence, including Level 10 meetings, Quarterly and Annual Planning, scorecards, and Rock tracking.

•  Drive accountability for company and departmental Rocks. Call out what is off track early and directly, while there is still time to fix it.

•  Make trade-offs visible. When a new priority arrives mid-quarter, and it will, document what it displaces and make sure that trade is a decision someone made rather than something that quietly happened.

•  Ensure every decision made in a leadership meeting leaves the room with an owner, a date, and a definition of done.

•  Create clarity as a discipline: who owns what, by when, and what success looks like. Ambiguity is the problem this role exists to eliminate.

4. Process & Systems Improvement

•  Identify, document, and rebuild the operational processes and SOPs that will not survive the next stage of our growth.

•  Bring chaos to control without slowing the business down. Structure here is a tool for speed, not a substitute for it.

•  Partner with department leaders to standardize reporting and close the gaps between functions.

•  Lead implementation of new systems, tools, and workflows, including AI-driven improvements to how the work gets done.

5. Executive Partnership & Communication

•  Partner directly with the President on strategic priorities, translating high-level direction into plans people can actually execute.

•  Tell the President what needs to be heard rather than what is easy to hear, including when a priority is wrong, a timeline is unrealistic, or a decision is creating a problem downstream.

•  Prepare executive-level communications, presentations, and materials for leadership and franchise audiences.

•  Anticipate what leadership needs before being asked, and take initiative without waiting for permission.

•  Represent the President in cross-functional discussions when appropriate, and be credible enough that it works.

Success Measures

People & Culture

•  The People function has an owner, a plan, and a rhythm, and the President is no longer the escalation point for it.

•  Culture work ships on schedule rather than being the first thing displaced when the quarter gets hard.

•  Radical candor is a practiced skill in this company within the first year, visible in how feedback actually gets given.

•  We consistently hire people who raise the bar, and our onboarding gets them productive faster than it does today.

•  Employees have a reliable way to tell us how they are doing, and we act on what they tell us.

•  Our HR partnership delivers at a higher standard at the end of the year than it does today, because someone is finally holding it to one.

Operational Outcomes

•  A live, accurate view of every major initiative and Rock in the company, so that status is visible without anyone having to ask for it.

•  The EOS cadence runs on schedule and at a high standard with minimal input from the President.

•  At least one major cross-departmental process rebuilt and documented within the first year, and holding.

•  Every mid-quarter priority change is documented with what it displaced.

Business Impact

•  Cross-functional initiatives move from decision to implementation measurably faster than they do today.

•  Fewer dropped handoffs between departments, and problems surfaced while they are still small.

•  The leadership team spends its time growing the business instead of chasing status.

Leadership & Collaboration

•  Well respected across the organization, from the leadership team to boutique teams to franchise owners. Respected because of how you operate, not because of who you report to.

•  Trusted to have the hard conversation and to leave the relationship stronger than it was.

•  Able to tell leadership, clearly and respectfully, when something is not the highest priority.

•  Visible personal and professional growth over the first year, with more scope at the end of it than at the beginning.

Qualifications

•  7+ years of experience across operations, program or project management, chief of staff or business operations, and people or organizational leadership. We are looking for someone who has genuinely done both halves of this role, not someone strong in one who intends to learn the other.

•  Direct, hands-on experience running EOS (Entrepreneurial Operating System), including Level 10 meetings, Rocks, scorecards, and quarterly planning. This is a requirement, not a preference.

•  Experience owning the strategic side of a People function, including culture, talent strategy, leadership development, performance management, and employee relations. Formal HR credentials are welcome and are not required. Judgment, and knowing when to bring in counsel, matters more to us than a certification.

•  A track record of getting real outcomes through outsourced partners and agencies, holding them to a standard you set without managing them directly.

•  Demonstrated experience leading cross-functional projects without direct authority over the teams involved. Most of your influence here comes without authority, and that has to be a strength rather than a frustration.

•  A track record of owning outcomes rather than managing tasks, ideally including responsibility for results that showed up in the numbers.

•  Experience in a multi-location, franchise, or high-growth environment strongly preferred.

•  Enough working knowledge of multi-state employment practices and compliance to know what you are looking at and when to escalate, even though the execution sits with our partner.

•  Proven success leading remotely, including building trust with on-site teams you do not see every day.

•  Bachelor’s degree or equivalent experience.

Skills & Capabilities

•  You believe clarity is the key to results, and you create it relentlessly and without being asked.

•  You practice radical candor. You are direct with people because you respect them, and you can tell a peer their initiative is failing without damaging the relationship. You will also be the person teaching this to everyone else here.

•  You take initiative and own your impact fiercely. You do not wait to be assigned the problem you can already see.

•  You are effective without a team. You get things done through partners, systems, and influence, and you are comfortable being personally close to the work.

•  You hold two very different kinds of work in the same week without dropping either. Some days this job is a project plan and a hard conversation with a department head. Other days it is a culture problem in a boutique or a decision about someone’s future here. Both matter.

•  You build real relationships remotely. Our boutique teams are in Los Angeles and our franchise owners are across the country, and you will need them to trust you without the benefit of running into them.

•  You thrive in a fast-paced environment and are genuinely uncomfortable when things move slowly.

•  You are not afraid to put in the work. The pace here is real, particularly around planning cycles and the annual conference.

•  You are comfortable in ambiguity and you build structure where none exists.

•  You are analytical, and you can turn complex cross-functional information into a plan a room full of people will agree to.

•  You write and present at an executive level.

•  You operate with high integrity and discretion. This role has exposure to sensitive leadership, financial, personnel, and strategic conversations, and people need to trust that what they tell you stays where it belongs.

•  You are hungry to grow, you invest in your own development, and you want feedback more than you want comfort.

•  You are curious about new tools, including AI, and how they change the way work gets done.

Physical Requirements

•  This is a remote role; ability to sit, stand, and work at a computer for extended periods.

•  Travel of approximately 25 percent, including quarterly planning sessions, the annual franchise conference, and periodic time in Los Angeles.

•  A dedicated, professional home workspace and reliable high-speed internet.

•  Ability to occasionally lift, carry, and move up to 20 pounds (event, conference, or office materials).

•  While performing the duties of this position, the employee is regularly required to talk or hear, and to use hands and arms for computer and administrative work. The employee is occasionally required to stand, walk, sit, and reach with hands and arms. Specific vision abilities required include close vision and the ability to adjust focus. The noise level in the work environment is usually moderate.

What Makes This Role Exciting

•  You own a seat, not a support function, and you inherit a working operational foundation rather than a mess. The strategy layer is the part nobody has had time to build, and it is yours.

•  A voice at the table alongside the leadership team of a rapidly scaling national franchise brand.

•  The chance to build the operating infrastructure, from cadence to process to reporting, that this company will run on for the next decade.

•  Direct partnership with the President on the most important initiatives in the business.

•  Real influence. This role does not support the business from the side, it moves it forward.

•  A deliberate stepping stone. We want this person to grow into a larger seat here, and we will invest in getting them there.

Who Thrives Here

•  Someone who wants to be in the room, and is willing to be accountable for the opinions they bring into it.

•  Someone who would rather have the hard conversation this week than manage the consequences of avoiding it all quarter.

•  Someone who gets satisfaction from turning a mess into a system that holds.

•  Someone who cares about people and about outcomes, and does not believe those are in tension.

•  Someone building toward broader leadership and treating this as the place to earn it.

This Role Is Probably Not For You If

•  You need a clearly defined lane and full instructions before you start.

•  You avoid conflict, or you soften feedback until it stops meaning anything.

•  You need a team reporting to you in order to feel effective. This seat has an outsourced partner and no internal reports.

•  You want a predictable scope and a quiet week, every week.

•  You want to operate purely at the strategy layer. You have real operational support and you will still be personally in the difficult conversations, the comp decisions, and the culture problems.

•  You are more interested in the title than in the work behind it.

Compensation and Benefits

•  $125,000 - $150,000/year + Year-End Bonus goals (up to 10%) 

•  Employee stock option eligibility after one year