Build the in-house talent engine. Stand up sourcing, pipeline, and full-cycle recruiting as an internal capability. Wean us off contingent agencies and per-hire fees, build a sourcing motion that compounds, and hire/lead a small team (recruiters, sourcers, including offshore support) as volume demands.
Steward the culture. As we scale into our next phase of growth, you are a primary guardian of who we are: put customers first, think big, practice craftsmanship, deliver results. Protect the bar and the culture as the headcount grows.
Make engineering hiring the priority. Mortgages may be the hardest problem in tech: real money, real regulatory complexity, real stakes. Our engineers own entire systems, not tickets, and work across AI/ML and operations research. Your first mandate is landing more of them. Then scale the same rigor across GTM, operations, compliance, and G&A.
Own the full funnel and raise the bar. From first touch to signed offer: structured interviewing, calibrated scorecards, fast and decisive process, and a relentlessly high bar. Speed and craftsmanship are not in tension here; we expect both.
Build the employer brand and candidate experience. Make Pylon’s story impossible to ignore to the people we want, and make every candidate interaction reflect “craftsmanship in everything,” including the ones we don’t hire. Own our careers’ presence and how we show up in the market for talent.
Own onboarding, ramp, and retention. Hiring is half the job; keeping people is the other half. Standardize onboarding so new hires are productive on day one, and build the rituals, growth paths, and feedback loops that make great people stay and do their life’s work here.
Run the systems and the numbers. ATS, hiring metrics, time-to-fill, pipeline health, headcount planning with leadership, comp and leveling frameworks, and the HR/onboarding ops stack (e.g. Rippling). Bring data, not vibes.