Talent Acquisition Manager

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Most TA manager jobs are about keeping the machine running. This one is about building the machine. If you want a role where the process is already built and you just run it, this is not the one. If you want to build the operating system that brings the best engineering and GTM talent in the country to Hevo, and gives them the best hiring experience of their careers, keep reading.
Here is the honest picture. We hire strong people. Our product is trusted by companies like DoorDash, Shopify, and Postman. Our Glassdoor sits at a healthy 4.1, and our team is talented and hungry. The machine works. Now we get to make it exceptional.
That is the opportunity. Today a lot of what makes hiring work at Hevo runs on the strength of our people. The job is to build the system underneath them so the excellence compounds and scales with us. That means every candidate hears back faster than they expect. It means every brilliant person our CEO reaches out to on LinkedIn gets a clean, closed loop from the team. It means stakeholders get crisp written visibility, not just a good update on a call. And it means the whole team pitches Hevo the way our best people already do.
Nobody has yet owned turning TA into a well oiled machine, and that is exactly what makes this one of the most exciting building jobs in the company right now.

What you will actually own: 1. Closing the roles that matter, on time, every week. You own the outcome, not the activity. Priorities shift week to week, so every recruiter always knows their top three and is filling those funnels with candidates good enough to convert. When a loop stalls, you unblock it before the candidate cools off. The measure is simple: are the right roles closing, and closing fast. 2. Making our hiring process the best one a candidate runs all year. Great candidates are interviewing at four places, not one, and we win on respect as much as brand. A status update lands within a fixed window at every stage, nobody chases us, and every loop closes with a clear next step or an honest no, including the ones the CEO sources himself. You will see it in our offer accept rate. 3. Giving the business sharp, written visibility into hiring. We are good on a call and weak on paper. You fix that with one standard written update per function each week: pipeline, conversion, time to close, and roles at risk. Leaders read it async and know exactly where things stand. Numbers, not vibes. 4. Building a team that sells Hevo and runs a clean process. You inherit a talented team that has never had a real training path, and you build one: how to tell the Hevo story, screen with judgment, and run a tight loop end to end. The goal is to lift the whole floor, so selling Hevo is something everyone does well, not one person. 5. Turning all of this into a repeatable system. None of this is a one-time cleanup. You codify it, sourcing to offer, into SOPs on the Hevo hiring framework, and own the employer branding fundamentals: Glassdoor, our LinkedIn presence, and the collateral candidates actually see.

What the first year looks like: Month 1 to 2: You know every open role, every recruiter's strengths, and exactly where the funnel leaks. The candidate communication SLA is live and enforced. The CEO's LinkedIn candidates never fall through the cracks again. Month 3 to 6: The weekly written update is a habit stakeholders rely on. Time to close is trending down on priority roles. The team's training path is built and running. Month 6 to 12: TA runs like a system, not a scramble. The process is documented, the team sells Hevo with confidence, and our candidate experience is something people mention in interviews at other companies.

Who you are: You have 8 to 11 years in recruiting, with at least 2 to 3 spent managing recruiters or owning a hiring vertical end to end. You have hired across both engineering and GTM. Not one or the other. SDE roles and AE, SDR, SE roles are both familiar territory. You have built or