Talent Acquisition Manager

1. Closing the roles that matter, on time, every week. You own the outcome, not the activity. Priorities shift week to week, so every recruiter always knows their top three and is filling those funnels with candidates good enough to convert. When a loop stalls, you unblock it before the candidate cools off. The measure is simple: are the right roles closing, and closing fast.

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.

1. Month 1 to 2: You know every open role, every recruiter's strengths, and exactly where the funnel leaks. The candidate communication SLA is live and enforced. The CEO's LinkedIn candidates never fall through the cracks again.
2. Month 3 to 6: The weekly written update is a habit stakeholders rely on. Time to close is trending down on priority roles. The team's training path is built and running.
3. Month 6 to 12: TA runs like a system, not a scramble. The process is documented, the team sells Hevo with confidence, and our candidate experience is something people mention in interviews at other companies.

1. You have 8 to 11 years in recruiting, with at least 2 to 3 spent managing recruiters or owning a hiring vertical end to end.
2. You have hired across both engineering and GTM. Not one or the other. SDE roles and AE, SDR, SE roles are both familiar territory.
3. You have built or genuinely upgraded a hiring process before, not just executed someone else's playbook.
4. You come from a place with a high hiring bar, ideally a high growth B2B SaaS or product company.
5. You write clearly and you enjoy it. Given where the team is today, this one is non-negotiable.
6. You know the India talent market and the tools we live in: LinkedIn, Instahyre, IIMJobs.

1. If you need a fully built process handed to you, you will find this messy. The mess is the opportunity, but you have to want it.
2. If you avoid hard conversations with hiring managers or with your own team, the accountability part of this role will wear you down.
3. If you would rather report progress on a call than write it down, we are not going to fit.

We are building a category-defining data product from India, for the world. Backed by Sequoia, Chiratae, and Qualgro, with over 2,000 customers across 40+ countries and hyper-growth ahead. The talent you bring in over the next two years is the talent that builds that future. Very few roles tie hiring this directly to the outcome of the company. This is one of them.

If this sounds like the job you have been waiting to build, we should talk.