One role, one project, or a whole team.
Engineering, product, data, commercial, operations, finance and leadership. I am strongest in tech, product and leadership. When your team is short handed mid quarter, I can pick up live roles without a long ramp up.
Three ways to work with me
On-demand hiring
Embedded in your team on a day or weekly basis. I take live roles, work in your ATS, sit in your standups and your calibration meetings. For when there is more hiring than the team can carry.
Sourcing
Talent mapping and pipeline before a search opens. What the market actually looks like, who is in it, what they cost, and who would move. For when you need to know before you commit to a hire.
Consulting
Hiring frameworks, interview design, scorecards, and training your managers to run them. For when the problem is the process rather than the pipeline.
How this works with you
Inside your team, or alongside it from the outside, whichever suits how you are set up. Either way I work directly with your hiring managers. That is the part that decides whether a search works.
I am not trying to fill your role quickly and disappear. I am trying to find someone who will do well once they are in the team, not just someone who clears the interview. Those are different jobs and they take different questions.
What is included
Role scoping and sourcing strategy before anything goes live. Talent mapping, so you know what the market actually looks like before you commit to a hire. Sourcing, screening, competency based interviews and scorecards. Alignment with engineering managers, VPs and C level. Hiring manager training.
Hiring that outlasts me
Competency frameworks and manager training, so your team gets better at hiring with every search instead of filling one role. Whether you keep me on afterwards or not, that part stays with you.
Where the depth is
Engineering
Software engineers across the stack, platform and infrastructure, AI and machine learning.
Product and leadership
Product managers, heads of product, product designers, heads of function, VPs, and the first senior hire into a new market.
Data
Data engineering, analytics engineering, data science.
Commercial and operations
Sales, customer experience, marketing, operations, finance.
Industries
E-commerce and marketplaces, food delivery and quick commerce, edtech, customer experience and outsourcing, media and business services, gaming, B2B SaaS.
What that has looked like
- Full cycle recruiting across engineering, product, data, commercial, operations and finance, in Europe, Asia and the US
- Ten to twelve open roles at a time, thirty to fifty hires a year, 95% offer acceptance, 33 days average time to hire
- Built a new office from zero to a hundred people in twelve months, with my team and the Chief of Staff
- Led a talent acquisition team while personally closing senior technical and leadership roles
- Co-built an EVP at a company that needed one
- Moved a company from Greenhouse to Ashby and built the reporting that made hiring decisions measurable
- Introduced competency based hiring and trained the managers to run it
- Ran weekly calibration with VPs of engineering and department leads
When people are leaving
If you are restructuring, I work with the people who are going. CV and repositioning, interview preparation, job search strategy, one to one until they exit and land somewhere.
I am not your employment lawyer and I do not pretend to be. I work alongside your counsel on the legal side. What I do is the part that decides how people remember the company afterwards.