People lead for scaling tech companies. I've taken two startups from 40 to 200+ people without losing the things worth keeping. I write policies short enough to be read, hire managers who can give hard feedback kindly, and measure whether any of it works: regretted attrition at my current company is 4%.
Experience
2022 · now
Head of People & Culture
Loomly Health (health-tech, 60 → 210 employees, Lisbon/remote)
- Built the people function from one HR generalist to a team of 6 (recruiting, ops, L&D)
- Hired 150 people in 3 years; offer-accept rate 84%, regretted attrition 4%
- Introduced pay bands with public logic; comp-related exit mentions fell from 31% to 8%
- Designed the manager program: 6 sessions, 40 managers through it, eNPS for "my manager" up 22 points
2018 · 2022
People Operations Manager
Farfetch, Porto
- HR business partner for a 300-person engineering org across 3 sites
- Ran the annual review cycle twice for 1,100 employees; on-time completion from 71% to 96%
2015 · 2018
Recruiter → Senior Recruiter
Talent Hub Lisboa (agency)
- Placed 90 candidates in tech roles; learned to read a CV in 40 seconds and a person in 40 minutes
Education
M.Sc. Organizational Psychology, ISCTE Lisbon, 2015
B.A. Psychology, University of Coimbra, 2013
CIPD Level 7, in progress (2026)
How I work
Three rules I hire and fire by: write it down before the meeting, tell people the hard thing within 48 hours, and never run a process you wouldn't want run on you.