← All case studies

Two business units. One hiring process that actually worked.

Starting point

Two business units, one founder — a product team and an outsourcing business unit, operating in parallel under shared leadership. We ran hiring for both.

Both business units were early, fast-moving, and hiring for roles in a niche talent market. The founder was the one screening candidates, chasing scheduling, and writing up notes after every call — on top of actually running two business units. There was no recruiting infrastructure, not much budget to build one, and no time to build two separate processes. A bad hire in that environment doesn't just cost a salary; it costs momentum neither business unit had to spare.

---

What we built

We started every role with a structured founder intake — a conversation to pressure-test whether the hire was actually needed, align expectations before the search began, and build a clear picture of what good looked like for that role and environment.

We built a custom ATS on existing tools, keeping infrastructure costs near zero, and automated the admin work where it made sense — candidate self-booking, automatic profile creation, AI-transcribed screening calls with structured summaries ready before the second round. The parts that needed human judgment — sourcing, vetting, culture assessment — we kept human.

We built scorecards and interview plans per role and assessed every hire not just on skills but on the ability to work in a high-uncertainty, early-stage environment — because that's what both business units actually needed.

---

Outcomes

---

Relevant services