Three ways I help.

I spend two to four weeks inside your operation, interviewing recruiters, hiring managers, ops people; reviewing your ATS data, your process documentation (or lack of it), your tool stack, your candidate funnel; sitting in on real interviews and real hiring decisions. Then I write the redesign: what stays, what changes, what gets killed, in what order, by whom.

You don't get a slide deck. You get a working document that maps your operation as it is, identifies the points where it's bleeding time, money, and quality, and lays out a sequenced plan to fix it. With me on call to help you execute, if you want.

• Recruitment agencies (50 to 500 people) where the founder's intuition built the operation, and now it doesn't scale
• In-house TA teams where leadership keeps asking why hiring is slow, expensive, or low-quality, and nobody has a clean answer
• Anyone who knows their operation is broken but can't see the shape of the problem from inside it

• 2 to 4 weeks of discovery (mostly remote, some on-site if relevant)
• 1 working document at the end: audit plus redesign plan
• 60-min readout call with leadership
• 30 days of follow-up access for clarification questions
• Optional: ongoing advisory retainer to support execution

Everyone's selling AI for hiring right now. Most of it is repackaged ChatGPT, half-baked vendor pitches, or features that look good in demos and break in production. I help you cut through it.

We start with what your operation actually needs, not what's trending on LinkedIn. I map your funnel, identify the points where AI genuinely creates leverage (sourcing, JD generation, screening, outreach, candidate-job matching, interview prep, quality assurance), and tell you what's worth building, buying, or skipping entirely. Then I help you implement, either hands-on with your tooling stack, or in an advisory capacity working alongside your team.

I've done this work myself. The AI workflows I've designed are running in production right now. So when I tell you something will or won't work, it's because I've shipped it.

• Recruitment leaders overwhelmed by AI vendor pitches and unsure what's actually worth paying for
• Anyone whose tool stack has grown faster than the strategy: five tools, four overlapping, none fully used
• Teams who've experimented with ChatGPT informally and want to make it systematic
• Operators who want AI to reduce manual hours, not just add another dashboard

• Discovery phase to understand your current stack, workflows, and team capability
• Roadmap document: what to build, buy, or skip, in what order, with what expected ROI
• Implementation support: either hands-on or advisory, depending on what you need
• Ongoing day-rate advisory available once the roadmap is live

I've done this twice end-to-end: a country branch from zero, and a multi-country nearshore operation from zero. Both ran into the same set of expensive mistakes that everyone running a new operation makes, and that nobody warns you about before you make them.

If you're starting something (an in-house TA function, a new geographic market for your agency, a nearshore tech delivery presence in Portugal or Poland) I help you skip the first six months of trial and error. That means: operating model design, tech stack selection, team structure, first-hire profiles, commercial model, the documents that hold it all together, and the unglamorous decisions about how this thing actually runs day to day.

This isn't strategy consulting. This is "I've sat where you're sitting, here's what to do."

• International companies (UK, DACH, Nordics, US) building a nearshore presence in Portugal or Poland
• Recruitment agencies expanding into a new market or service line
• Scale-ups (50 to 500 people) building their first internal TA function
• Anyone who knows the build will cost more in mistakes than in capital, and would rather pay for the experience than learn it

• 3 to 6 month engagement, intensity scaled to your stage
• Operating model, team structure, tech stack, and commercial model documents
• Weekly working sessions during the build phase
• Direct involvement in the first 5 to 10 hires (review, calibration, scorecards)
• Handover to your operational lead at the end