Building recruiting operations that hold up at 40,000 hires a year.

At 40,000 hires a year, every inefficiency is multiplied until it becomes a number leadership can see. A single extra manual step in the ATS, spread across that volume, is thousands of recruiter hours. A hand-off that exists only because the tool was configured around a vendor default becomes a structural drag on the whole operation. Operations at this scale are not about heroics — they are about removing friction at the source, over and over.

What holds up is the boring stuff done well: a process designed around how work actually flows, a recruiting team sized against real demand, systems that recruiters adopt because they remove clicks rather than add them, and a small set of reports tied to the decisions leadership makes. Get those four right and the function scales quietly. Get any one wrong and it shows up as burned-out recruiters and a hiring plan that never quite lands.