About ATA
Former operators who have been accountable for the hiring plan.
ATA was built by talent acquisition leaders who have run hiring at scale inside complex, growth-oriented organizations. We help leadership teams make recruiting a dependable part of the growth plan because we have carried that responsibility ourselves.
Founder Experience
30+ recruiting-technology implementations
Experience translating technology and operating challenges into practical change.
$100M+ in annual recruiting spend managed
Experience with the cost base and decisions behind recruiting performance.
500 to 100,000+ annual hires supported
Experience across complex, workforce-dependent businesses.
We have owned the function
We know what it costs when hiring cannot support the business.
We have worked inside organizations with strong demand, a hiring function that grew by accumulation, and leaders who could not see the cost of its constraints. We have had to make the case, fix the operating model, implement the tools, and live with the result.
That experience shapes our recommendations. We look first at the work, ownership, process, technology, and data behind the result. Then we help the team make the changes that are justified by the evidence.
The work is often difficult because the problem is spread across systems, people, and handoffs that developed at different stages of growth. ATA brings that complexity into a practical operating plan.
From the leadership seat
We have answered when leadership asks why the business cannot hire fast enough.
We were not in the room to recommend a fix from the outside. We were responsible for explaining the constraint, making the trade-offs, and getting the function back on plan.
The founders
Two talent acquisition operators with experience at scale.
Jason Pistulka and David Weinstock are former VP-level talent acquisition leaders who have built and led functions across multi-brand, multi-site, and multi-service organizations. Their experience spans high-volume frontline, licensed clinical, and executive hiring at volumes from 500 to more than 100,000 annually. They have worked inside publicly traded, PE-backed, privately held, and nonprofit organizations. That range gives ATA a practical view of how ownership model, growth stage, and operating complexity shape the hiring function.
Jason Pistulka
Co-Founder · Strategic Advisor
At a glance. Industries: Healthcare and high-volume hiring. Experience at scale: More than 110K annual hires. Focus: TA operating models, recruiting technology, implementation, and performance reporting. Education: MBA, University of Notre Dame.
LinkedIn
David Weinstock
Co-Founder · Strategic Advisor
At a glance. - Industries: Hospitality, education and higher education, behavioral health (ABA). - Experience at scale: Up to 10K annual hires. - Focus: Translating talent acquisition metrics into financial outcomes; high-scarcity markets; multi-brand hiring. - Education: MBA, Business Analytics, Florida State University.
LinkedInTrust
Insured, vetted, and monitored.
A procurement answer, not a legal footnote. When we work inside your systems or with your data, this is what stands behind us.
Insured.
- Errors and omissions insurance
- General Liability
- Certificates available upon request
Vetted.
- FACIS Level 3 healthcare sanctions and exclusion screening
- 10-panel drug test, including THC
- Education and credential verification
Monitored.
- Annual full criminal background and drug test rechecks
- Continuous monitoring of federal exclusion lists (OIG, GSA)
FAQ
Frequently asked questions
Usually the opposite. In most organizations we walk into, the talent acquisition leader already knows where the process breaks. What they do not have is the time to rebuild the function while running it, or a business case in the terms the CFO funds. We work alongside your team, not over them. The most common outcome is that your leader gets the structure, the systems, and the budget they have been asking for, and the credit for it.
The ATA Audit is complimentary and requires no system access. If the evidence supports a Deep Diagnostic, we scope and price that work before it begins.
That is the design goal. We build the function so your team can run it, and we say the end date out loud at the start. We are not building a dependency and we are not looking for a retainer.
It is a relationship we disclose on every recommendation. Vendor referral fees have been standard in this industry for decades. Consultants recommend tools, vendors pay them, and the buyer is rarely told. We did not invent the arrangement. We decided to say it out loud. Here is how ours works. We both advise companies that build recruiting technology. When you buy a tool through us, the vendor pays us out of their own margin, and you pay the same or less than going direct. We name every relationship before selection work begins, we will tell you when the right answer is a vendor we have no relationship with, and we will tell you when the right answer is to keep what you have. Full detail is on our disclosures page.