Most hiring problems aren't sourcing problems. They're strategy problems — a role that's scoped wrong, expectations that don't match the market, an interview process that evaluates the wrong things, or a compensation structure that loses candidates at the offer stage. recruit22 helps organizations fix the process before it produces another mis-hire.
Organizations that struggle with technical hiring consistently tend to share a set of identifiable patterns. Job descriptions that describe a unicorn no realistic candidate matches. Compensation benchmarked against data that's two years old. Interview panels without a consistent evaluation framework. Offer timelines so slow that the candidate has accepted somewhere else before the paperwork is ready. None of those problems get solved by sourcing more candidates. They get solved by fixing the process.
We assess the current state, identify structural issues, and develop a hiring strategy that reflects your goals and market realities — for organizations building a function, scaling an existing team, or recovering from a pattern of mis-hires.
A job description that describes everything produces candidates who match nothing. We work with hiring managers to scope roles accurately — defining what's genuinely required and the success criteria that distinguish a good hire from a great one.
We benchmark against current market data and give you an honest read on where your offer structure stands — because compensation expectations that don't match the market don't produce hires, they produce candidate drop-off.
We design interview frameworks — question sets, evaluation criteria, panel structure, and scoring rubrics — that give your team a consistent way to assess technical capability, leadership behavior, and organizational fit.
The hiring manager who can't articulate what they're looking for, evaluate what they're seeing, or make a decision when the right candidate is in front of them is one of the most common and most costly bottlenecks in technical hiring.
For organizations with an internal talent acquisition function that isn't performing — we assess the current process, identify the gaps, and provide concrete recommendations for improvement.
Our advisory is grounded in direct technical fluency — we've worked as software engineers, cybersecurity practitioners, and enterprise recruiting leaders — and current market reality. We're running active searches across mid-market technology organizations right now. We know what candidates are asking for, where offers are falling through, and what the market for specific technical roles actually looks like this quarter.
Engineering backgrounds, enterprise recruiting experience, and active mid-market searches running right now.
We know what candidates are asking for, where offers are falling through, and what specific technical roles actually cost.
Advisory grounded in real engagements — not frameworks built for a different market five years ago.
Some clients engage recruit22 for hiring advisory as a standalone engagement — a strategy session, a role scoping exercise, a compensation benchmarking project — with no intention of having us run the search. That's a legitimate engagement and we're happy to do it. Others find that the advisory work surfaces enough clarity that handing the search to recruit22 is the natural next step. The advisory stands on its own. We're not using it as a funnel.
That's exactly the conversation we're built for. Tell us what you're trying to hire for, what the process has looked like so far, and where it keeps going wrong.
