2. Making our hiring process the best one a candidate runs all year. Great candidates are interviewing at four places, not one, and we win on respect as much as brand. A status update lands within a fixed window at every stage, nobody chases us, and every loop closes with a clear next step or an honest no, including the ones the CEO sources himself. You will see it in our offer accept rate.
3. Giving the business sharp, written visibility into hiring. We are good on a call and weak on paper. You fix that with one standard written update per function each week: pipeline, conversion, time to close, and roles at risk. Leaders read it async and know exactly where things stand. Numbers, not vibes.
4. Building a team that sells Hevo and runs a clean process. You inherit a talented team that has never had a real training path, and you build one: how to tell the Hevo story, screen with judgment, and run a tight loop end to end. The goal is to lift the whole floor, so selling Hevo is something everyone does well, not one person.
5. Turning all of this into a repeatable system. None of this is a one-time cleanup. You codify it, sourcing to offer, into SOPs on the Hevo hiring framework, and own the employer branding fundamentals: Glassdoor, our LinkedIn presence, and the collateral candidates actually see.
