One of the more challenging roles we filled recently was for an MLOps Engineer -- not just any engineer, but someone who could step into a highly specialized AI platform used for customer service automation. These roles are rare, and we knew from the start that job boards wouldn't help. So, we leaned into what's worked for us in the past: deep passive sourcing and X-Ray searches on LinkedIn. Instead of pushing job ads, we focused on finding people who weren't actively looking but matched the skill set and domain experience almost exactly. What helped us move faster was our internal talent pool, where we had a handful of pre-vetted ML engineers from previous searches. Because we had built strong relationships with them earlier, re-engaging was easier and more natural. The whole process took over two months, but it was worth the time -- the candidate we placed not only fit the technical profile but also clicked with the client's team right away. For niche roles like this, it's never about speed -- it's about building the right kind of pipeline early and knowing where to look beyond the obvious.
The organisation was a fast-scaling R&D firm, specialising in advanced biotechnology and AI-driven innovation. With headcount growth of over 150% in 18 months and global expansion underway, the CEO and Board recognised the need for an experienced, commercially minded Chief People Officer to build a fit-for-purpose People strategy that would enable sustainable growth. This was the company's first formal CPO hire. The role would be pivotal in evolving the People function from operational to strategic, building leadership capability, and embedding a cohesive culture across diverse scientific and technical teams. The CPO needed experience in high-growth, innovation-led environments, ideally within life sciences, deep tech, or R&D. They also needed a strong track record of board-level partnering and driving change across geographically dispersed teams. The market was highly competitive, and many candidates were in well-compensated roles with long-term incentives. Cultural fit was critical. The CEO wanted someone with emotional intelligence, adaptability, & the ability to engage and influence technically focused leaders. I worked closely with the CEO to define the leadership profile, success measures, and cultural priorities. We clarified not just technical requirements but also the mindset & behaviours needed for success. I led a targeted search, identifying senior HR leaders with experience in R&D, tech, and life sciences. I focused on those from scaling environments, including VC-backed firms and innovation-led organisations. To attract the right talent, I shaped a proposition that highlighted the company's mission, board-level impact, and opportunity to build and lead from the ground up. The selection process included deep-dive interviews and a values-based assessment, alongside a strategic presentation to test influence, commercial acumen, and long-term vision. After offer acceptance, I worked with the CEO on a tailored onboarding plan to support transition and early impact. We secured a CPO with a hybrid background in life sciences and tech scale-ups. Within 6 months, they implemented a 3 year People strategy, introduced a leadership development framework, and restructured the People team to support global expansion. This search demonstrated the value of aligning hiring with business strategy, engaging stakeholders early, and driving a values-led, insight-driven approach in a competitive market.
We once filled a role requiring both NLP model training and search relevance tuning -- a rare blend. Our strategy: source candidates from academic labs, open-source contributors in search/NLP, and cross-search Github activity. The final hire was a PhD who had never responded to recruiters -- but we caught their interest through our highly personalized outreach
One time, I hired a full-time Social Media Manager for a large parking company - a very odd role indeed. I looked for a "light and bright" candidate that likely wasn't a fit for a lot of corporate roles, but who was looking for one nonetheless. E.g., a fresh college grad from a good school but who majored in a less-in-demand subject like English or Sociology that would play well with social media instincts. And sure enough, the company hired a psychology major from a top 50 university who was looking to break into marketing to start their career!
I once had to find a production partner who could fuse live staging with cinematic visuals for a hybrid conference, and the usual talent pools came up empty. I ditched the trade-show circuit and spent a weekend at a small film festival instead. When a short documentary rolled credits, I spotted a boutique studio that nailed the blend of digital overlays and real-world scenery I needed. Rather than sending a cold email, I asked the creative director out for coffee and opened with questions about where they saw event tech heading. No pitch, just curiosity. That conversation revealed they were itching for projects with social impact but lacked the right network. Over the next three weeks we traded mood boards, walked through past show files, and mapped risk-reward on a single whiteboard. The studio came aboard at a friendlier rate than big agencies quoted, and their fresh perspective drove attendee engagement up 40 percent compared with our previous shows. Lesson learned: sometimes the best specialist isn't on page one of Google--you find them where they're already showing their craft, then build the relationship face to face.
Yes--one example that comes to mind is when I was recruiting for a niche data science role in the healthcare AI space. The requirements were incredibly specific: not just technical expertise in machine learning, but also deep familiarity with regulatory compliance in a clinical setting. We were essentially looking for a unicorn. My strategy? I focused on alignment, not just attraction. Rather than casting a wide net, I started by mapping out the exact behavioral traits and motivations that would thrive in the role--someone who could navigate ambiguity, work cross-functionally, and stay energized by long-term, high-impact work. I leveraged targeted sourcing--looking at academic publications, speaking events, and niche forums where this talent tends to show up. But more importantly, I shifted the conversation away from "here's a job" to "here's a mission you might want to be part of." What made the difference was personalization. Every message, every touchpoint was tailored to the candidate's background and values. We found the right person, and they've since become a key strategic player in the team's growth.
Recruiting for niche or highly specialized roles can be quite the challenge, as was the case when I was tasked with finding a candidate for a quantum computing scientist. The pool of qualified candidates is exceedingly narrow, given the specialized knowledge and skills required. My strategy was to leverage industry-specific forums and professional networks rather than relying solely on traditional job boards. I also reached out directly to leading academics in the field, as they often have current or former students who could be looking for new opportunities or might recommend colleagues. In addition to these efforts, I tailored the job listing to highlight not only the responsibilities and requirements but also the unique benefits and opportunities the position offered, such as access to state-of-the-art technology and the chance to pioneer groundbreaking research. This not only attracted candidates with the necessary technical skills but also those who were passionate about innovation in quantum computing. Successful recruitment in these specialized areas often hinges on understanding and engaging with the community around the technology, which in turn helps in attracting candidates who are both skilled and enthusiastic about their work. In conclusion, when recruiting for niche roles, a deep dive into the specific community and direct engagement with its key players can make all the difference. This focused approach does not just fill the position but ensures a good fit between the candidate’s aspirations and the organizational goals.