At Joko, hiring has been a founding obsession since day one. Our founders have always been convinced that markets aren’t cracked with headcount — they’re cracked with talent density. That bet has worked: we’ve grown to 6 million users and become one of France’s most recognized shopping apps with just 30 people in the early years, and we’ve kept the same bar as we’ve scaled past 100.
The Talent team exists because we believe talent is the single biggest asset of a company, and that identifying, attracting, and closing the best profiles is a craft worth investing in seriously. We are constantly experimenting with state-of-the-art techniques, tools, and processes to find the people who will build the future of shopping with us.
Today, the Talent team sits within the broader People function, which also covers People Ops, People Business Partnering, and Workplace across France, Spain, and our growing international footprint into the US. We are a team with a big scope and rare ownership per person, and we move fast.
✨ Why this role is special
Recruiting is Joko’s #1 company objective — because talent unlocks everything else — which makes this one of the most strategic seats in the company. Three things make it genuinely rare:
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The team is exceptionally involved in hiring. From ICs to managers to founders, recruiting is treated as a first-class responsibility, not something delegated to TA. You will work with hiring partners who actually show up, give sharp feedback, and care about the bar as much as you do.
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You will have the tools, and the budget, to be on the frontier. We already work with a modern stack (Ashby, Claude, Claap, and more), and we keep investing to stay among the most performant and modern TA setups out there. You will not be fighting for basic tooling, you will be deciding what comes next.
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You will live a genuinely unique scale moment. Growing from 100+ people today to 200+ within 18 months, with a real international component (France, Spain, US, and more to come) is the kind of stretch many TA leaders don’t often get to experience. You get to do it here, with a company that has already proven it can build a recognized product with a fraction of the usual headcount.
To be concrete about what this looks like in practice: in year one, the job is to build the team — sourcing, hiring, and coaching the TAMs who will power Joko’s growth. The AI strategy, international employer brand, and long-term function design are the horizon you are building toward. They are real, and you will own them fully. But the foundation comes first, and the foundation is the team.