For roles where the outcome depends on who's in the seat.
The people you want never applied.
The pipeline is full of the willing, the people prepared to be processed. The hire who changes the year isn't in it, and the recruiting data can't show that, because they never made a row in it.
Send us your JDThe funnel is survivorship data.
Forty applicants are reviewed and the conclusion is the market is thin. Wrong conclusion. Only the willing were surveyed and generalised to everyone.
High performers have track records that precede them, three conversations running, and a job they're not desperate to leave. The volume process asks them to set all that down and re-prove themselves from zero, ranked against strangers, on a timetable.
Nobody with options takes that trade. So the funnel fills with the people who had no better offer, and the best of who showed up are picked.
Persuade, then select.
Most hiring processes default to selection instruments. Selection presumes a pool. For high performers with options, the pool doesn't exist until the case is made, about why this specific problem is worth their next two years.
That's not screening. That's persuasion. Different activity, different instrument, different results.
The process isn't broken. It's precision-built for a population nobody set out to hire from.
Don't take our word for it. Send us the job description.
It gets read the way high performers with options read it, someone with three live conversations and a job they like. Line by line: where it asks them to prove themselves before it offers them anything, what it's buying versus what it's selling, and the moment they close the tab.
The teardown comes back in 24 hours, no fee. It shows what the posting selects for, and what changes should be made.
Send us your JDIf the teardown doesn't change how you see your own role, ignore everything else on this page.
We rebuild the role. Where that isn't enough, we search.
We don't rewrite the copy, we rebuild the role: what the problem actually is, what the person would own, what they could decide without asking, what it leads to, the band. The blanks we can't fill are the ones only the person who owns the role can answer, but we can make sure they're asked.
Per role, or across a whole function's worth of open seats.
Rebuild a roleName ten. We'll get them in the room.
Ten people you'd be thrilled to hire. Not titles, names. If they can't be named, that's the first thing we fix.
Then we approach those ten the way they actually make decisions: we go first. The real problem, the real constraints, the real numbers. First conversation, not a recruiter screen. Decisions in days.
The bar stays exactly where it is - it's just moved past the first conversation, not before it.
If we're wrong, two weeks will show it.
Ten proper approaches. If none of them will take a conversation, the problem isn't posture and we'll say so. Most firms sell a process. This is a falsifiable bet.