VendrFollowing a major funding round, Vendr was scaling rapidly, but several critical technology, business leadership, and go-to-market IC roles had sat open for months. This stalled company progress against key goals, creating urgency to overhaul how we approached hiring.
As Head of People, I took direct ownership of fixing this in partnership with our TA professionals. I assessed our entire hiring process, instituting weekly pipeline reviews with TA leads and hiring managers to maintain accountability and momentum while improving decision quality and reducing bias. I also drove an evaluation of our ATS and reporting capabilities, and integrated AI-powered tools into our sourcing and pipeline parsing processes to increase efficiency and improve talent acquisition outcomes.
The results were significant: within two quarters, in partnership with our TA team, we filled critical roles across the organization. This unblocked long-standing delays and directly enabled the company to hit critical product, engineering, and sales/service milestones that had been at risk due to gaps. And, our efforts improved average time-to-hire to 34 days, average time-to-fill to 42 days, and OAR to 95%. The initiative demonstrated how a structured, data-informed approach to hiring can directly translate into business execution and growth.
