Our guest today is VP of Talent Network at Redpoint Ventures, Atli Thorkelsson. In our conversation, he gives us a bit of background on Redpoint as a company, how he ended up there in his current role, and what his day-to-day job entails. Atli tells us how he adds value to the founders he speaks to and shows us some of the blind spots that many of them encounter. We get an understanding of his hiring process and why he and Redpoint place relationships at the pinnacle of importance. You’ll learn about making your hiring process deliberate, how to quantify your talent acquisition, what the common trends in current talent acquisition are, and how a company benefits differently from hiring executives as opposed to other staff.
[00:00:05] RS: Welcome to Talk Talent to Me, a podcast featuring the most elite talent leaders on the front lines of modern recruitment.
[00:00:12] FEMALE: We actually want to understand the themes of someone’s life. We want to understand how they make decisions where they’re willing to take risks and what it looks when they fail.
[00:00:22] RS: No holds barred, completely off the cuff interviews with directors of recruitment, VPs of global talent, CHROs and everyone in between.
[00:00:31] FEMALE: Once I went through the classes and the trainings and got the certifications through diversity inclusion, I still felt something was missing.
[00:00:39] MALE: Talent Acquisition. It’s a fantastic career. You are trusted by the organization. You get to work with the C-suite and the security at the front desk and everybody in between, and everybody knows you.
[00:00:52] RS: I’m your host, Rob Stevenson, and you’re about to hear the best in the biz. Talk Talent To Me.
[00:00:59] RS: Here with me today on Talk Talent To ME is the VP of Talent Network at Redpoint Ventures, Atli Thorkelsson. Atli, welcome to the podcast. How the heck are you?
[00:01:07] AT: Hey, Rob. I am doing great today. I’m wonderful and excited to be on the show.
[00:01:12] RS: Yeah, excited to have you. The Venture Capital firm, VP of talent is an awesome role. I’ve had a handful of them on and they all do slightly different things, which makes it, I think, an exciting role to have. Would you mind for the folks out there in podcast land and candidly, for me too, explain a little bit about what is it you’d say you do here, to use the office space?
[00:01:36] AT: Yeah, totally. We think of talent as a network function. I think that’s the reason that we distinguished. We put the network there on the title, because there’s very much the talent partner or the VC talent person who is focused on placing talent and closing searches. That’s an entirely valid way of doing this. That’s not the approach that we take, we focus on just getting to know who is great, who the best people out there are, and then trying to figure out the right way, and right timing to work with them in some capacity.
My role is probably 60% that side of things, of just getting to know who we want to work with, talking to new people, reconnecting with folks that we’ve worked with in the past, and understanding what’s important to them, what they want to work on in their career, and trying to map that, two things we have going on in our portfolio, or in our firm. I’ll get into more of that later as well. Then another probably 30 ish percent is founder-facing, working with folks on how do you hire somebody? How do you close somebody? What’s your org design strategy? How do you build the company from a talent perspective thing? What are the skill sets, you need to do that as a founder? Then the remainder is largely focused on programmatic things like content and resources and things like that.
[00:02:53] RS: Got it. I definitely want to get into the Talent Network part, not only because it’s part of your title, and I assume important, but also just in general. When you are being consultative to founders, I’m curious, what sorts of common things they come to you with? How do you manage to be valuable to them?
[00:03:11] AT: Yeah. I would say that no two startup journeys are the same, but there are certainly patterns that we see across both the way that successful companies are built, but also across the pitfalls of founders that we tend to see, so broad brushstrokes in all scenarios, but we’re really just looking for how do we help you see around corners? How do we prescribe or help you think about things that maybe you wouldn’t ordinarily be thinking about? Those are both deliberately vague answers, but that really is it is that no two journeys are exactly the same. We don’t try to treat them as such. We try to treat them as we want to understand you and the problem that you’re trying to solve with building this company, and then try to help you do that in as holistic of a way as possible.
[00:03:58] RS: Are those blind spots due to the fact that founders tend to focus more on other parts of the business, on their product on their sales organization, their engineering team, as opposed to the explicit hiring and growth function?
[00:04:11] AT: It can be a lot of different things. I mean, as an example, when a founder that doesn’t have a lot of experience around building a go-to market motion starts commercializing, often the logical or gut feel thought processes is, okay, I built this thing, I want to sell this thing. Let me go out and hire either bunch of salespeople or a VP of sales or start there. One of the big things that we see is, most of the time, it makes sense to dial in at least some aspects of your marketing motion before you really focus on scaling out your sales team, and you certainly don’t want to go out and trying to hire your VP of sales when you don’t have a sales team. You don’t want to hire a big sales team when you don’t have any of the sales enablement or product market fit that comes along with building up some of the marketing functions.
It seems like that, it’s really just—that’s what I’m talking about, about the pattern matching across different types of founders. It’s like there are plenty of founders in our portfolio that have a ton of go-to market experience. So maybe for them, it’s an entirely different set of skills, or it’s helping them figure out what recruiting firms to work with, or things like that. It’s just finding, we have this scheme of patterns that we look for, but it’s also a lot about just understanding the specific founder and what their strengths and weaknesses are. Then trying to fill in the gaps where we can.
[00:05:28] RS: Got it. When someone is ready to step on the gas with their talent function and maybe they have no dedicated recruiters or heads of talent or what have you hiring done by committee, no ATS, no interview, normalization or repetition going on. How do you advise them to start when they’re coming to you, like, “Atli, okay, I understand that we’re not going to have the product unless we hire the right people, what do I do?”
[00:05:53] AT: Usually start with your network. Most founders that we work with have been in tech for some period of time, know some people that are pretty good at what they do. Usually the first stop before you think about setting up the right process and the right team and going and attacking really specific pockets of candidates, like just ask the people around you. Who do that’s great? Who should we be working with? Who should we be building relationships with now that we can work with in the future? You probably don’t need an entire ATS that’s all built out to track all this stuff, but track those relationships and keep those people in mind as your company builds, because maybe somebody that’s not right, right now, is going to be right down the future.
Having those conversations early with your employees, your advisers, your investors, your friends, people that are just in and around the space that you’re looking to build in, those are going to be the source for a lot of your early hires. It’s also really hard to recruit when you’re a tiny, tiny company, regardless of who your backers are, or what you’re building or what space you’re playing in. It’s really hard to recruit when somebody has to go out on a limb and go work with three or four other people just to have that slightly warm intro of, okay, I know somebody that knows this founder, this isn’t totally made up like, this is a real idea and this is somebody that I can at least trust a little bit more than if they were a stranger, that is going to make making that leap for the early hires a lot easier. That’s the first step.
Then from there, you start working with some combination of enhanced recruiters, agencies, embedded recruiters. Continue to hopefully get a ton of referrals coming in through your employee base and your investors and advisors, but it starts to transform and morph beyond that once you’re past probably 15 ish people. But those first dozen hires largely are going to come from your referral network.
[00:07:45] RS: Yeah, it makes sense. Then it just branches out with complexity as time goes by, imagine. I’m curious, Atli, before we get too deep in the weeds here. How did you wind up in this role? Because it’s a really interesting role, like I said before, it’s different, it varies from firms, for you, how did you land here at Redpoint?
[00:08:01] AT: I started out I was coming out of college didn’t totally know what I wanted to do. I knew I wanted to be in tech, but didn’t know the function, didn’t know the company, didn’t know space. I joined an executive search firm, because my thinking was, if I can see what it’s like to be a really successful VP of sales, or really successful CMO, or a great head of product or whatever, then I can tailor my career path towards that. I can learn some of the hallmarks of how you choose great companies and things like that. I figured it would just be this foundation for my career that I could then build on top of, it was a short term thing for me at first. I did end up falling in love with that. I love the exposure and the access that you get to really interesting people that are solving really interesting problems.
I got to work really closely with founders that, at that stage of my career, I really had no business working that closely with. There were a lot of aspects that I really loved. But at the end of the day in those roles, you’re there to do a job. You’re there to hire this executive. Then you go your separate ways for the most part. There are lots of exceptions to that, but generally, that’s how it plays out. You parachute in, do the search and move on. I wanted to work a little bit more closely with the founders, be a little bit more both emotionally, and literally invested in the success of the people that I was placing. I wanted to better understand how the business challenges that they were facing boiled down into the right hire. Ultimately, I just wanted to try something a little bit different.
I went out, started having some of these conversations, and looked for a firm that was committed to building this function and saw the value in it, but where I could have a little bit of the ownership to put my own spin on it. I was very fortunate to find that at Redpoint and have been here for now, four and a half years or so. No signs of changing.
[00:09:48] RS: Love to hear it. What was the interview process like? I imagine it’s a little different than an in house VP of talent or a similar function at an in house.
[00:09:56] AT: Yeah. I’ll say I interviewed in a number of different places and that had a couple of different levels of maturity of the way that they were thinking about this function, because it is a new idea. It’s not new, but it’s not every firm has been doing this for that long, it’s probably just in the last six, seven years that it’s really come into being table stakes for the venture world, and people having a general understanding of what this person is going to do. So when I was interviewing, a lot of firms had different ideas of what they wanted, they had different processes. They had different levels of understanding of what you could actually bring to the table in this. Like I touched on earlier, there are a lot of firms that want this to be an in house recruiter for their portfolio companies. Those are the ones that I steered away from, because I figured if I was going to do that, I could do that as a search agency.
I looked for firms that were asking questions around, how do you guide founders? How do you equip them? What is your understanding of how these functions track two different business challenges that these founders are facing? If you were in this scenario, who would you look for? What would the candidate bases that you’d be targeting look for? So questions that were a little bit more in depth and a little bit more geared towards them understanding my understanding of this process, and what I was going to be able to build around that, and less focused on who have you placed? How many hires do you make a year? Who do you know? Those kinds of things, yeah, I don’t know if that totally answers the question.
[00:11:27] RS: Yeah. It explains the role that you were looking for, right, which is a consultative approach with founders. I have spoken to other talent partners at VC firms. Some of them are, as you explained. Their job is to go in and be like, “Hey, set up this ATS. Make this recruiting hire. Let me standardize your interview process. Let me just give you the outline for the machine that you need to then go build.” Yeah, sounds like that wasn’t really exactly for you.
[00:11:52] AT: Yeah, mostly not. There’s some aspects of that that definitely happen and a lot of value to be brought to the table by doing those things. It’s just not the approach that we’ve taken. But, yeah, and as far as actual process, and that was the part that I moved past, but as far as the actual process, I also looked for places where I was talking to people that were at the partner level, because that showed they were interested in this, they wanted this to be a pivotal part of what the firm would become.
As far as that it was a lot of one-on-one conversations about various topics that were important to those partners, but it was a great way to do that, because I could put myself in the shoes of what would it be working with this person day to day. I wasn’t just talking to the talent person that we had. At the time, it wasn’t just talking to one person multiple times or a ton of practice scenario type things. It was like I get to really see what’s going to be to work with this person one-on-one. Yeah, but everyone had different questions. Every partner had a different viewpoint. That I think, made it really interesting.
[00:12:51] RS: Got it. The prioritization of the Talent Network, this notion of creating a community of people that could at some point be good fits for various portfolio companies. Was that always the goal with you joining Redpoint or did that emerge over time?
[00:13:09] AT: It’s evolved, and we’ve honed in on that as the bigger picture of what I’m really trying to do here. In some ways, I fell into it. It seems insane not to, to me now. All the investors are really on the platform team. We’re all constantly building a network anyway. All the investors are out getting to know founders, they’re getting to know other investors, all the platform people are getting to know their peers and other functions and new talent that we can apply to the portfolio in various ways. All of that is happening, whether or not we’re structuring it and looking back at those relationships in the longer term, and trying to think critically about how we use those people.
It seems insane not to, because otherwise, a lot of those relationships can just get wasted or they just get stale with time. If you’re an investor that hears from a CMO that is looking for their next gig, but you probably have your couple of portfolio companies and maybe one of them is hiring, or maybe someone mentioned in a board meeting and a couple of months, but otherwise, it’s probably just falls to the wayside. You forget about it until the next thing comes up where you end up crossing paths. But if you are a little bit more concerned about understanding that person’s lovers, what’s important to them in their career? What they want to do in the longer term when they found something, do they want to sit on a bunch of boards?
I mean, A, you can look across the entire portfolio and we have more insight because of that, because we have one person that’s doing this rather than everybody doing it on their own. B, you can also look back at that more effectively and say, three years ago, they said that they wanted to start building up their advising experience so that they could position themselves to be on boards in the longer term. So here’s the situation that I think their skill set could be great for, let’s be more proactive about introducing them to the founder so that they get what they want out of it. The founder gets to tap into their knowledge base and it just seems it seems wasteful not to be doing this stuff. So we really just yeah, we just want to figure out who’s great. Harness that and use that in a way that helps everybody.
[00:15:07] RS: Yeah. Well put that it’s wasteful to do otherwise, because I think when you speak to people about fundraising, I hear this from repeat entrepreneurs and founders who will tell you that the VC firms value in a lot of cases beyond the checks, is they get to connect you to all this other knowledge and all these other individuals. In that example, you gave like, “Oh, let me get the CMO to this company.” That happens ad hoc, it happens almost by accident, this thing that other people are saying is a huge value out of the firm. So why leave that up to chance in a way? It sounds your role maybe is operationalizing this thing that is already going on, so that it doesn’t happen in an ad hoc capacity. It happens deliberately, and they get in again over time. Is that a fair characterization?
[00:15:48] AT: Totally. Yeah. That’s the hope.
[00:15:52] RS: That’s the hope. Does it work? I guess is a follow up. How are you thinking about? Do you have a CRM in place? Like sales force for talent? How are you measuring all this?
[00:16:04] AT: Yeah. We track everything. We are aware of where we’re putting in effort, but in terms of making these connections happen, we have these people categorized in ways that are a little bit more descriptive about how we might be able to use them. We have a lot more detail about what they want to do. But at the end of the day, a lot of it does just come down to how much time and efforts are we putting into thinking critically about these problems on behalf of our founders. So that stuff makes it easier, but the actual output is still happening at the human level of thinking about, what are the problem sets that this founder is facing? How can we dig around through our portfolio, through our network, through all the people that we know to find somebody that can help them with that?
[00:16:51] RS: This is happening at a more granular level with individual companies. I think the thoughtful ones are also thinking about talent as a network and that they need to be cultivating relationships so that someone reaches out to them when they come to market, or that they think about them when they are sticking their hand up, because as I’ve heard it put before, what do you do with a candidate who said, “Hey, you’re company sounds awesome, but reach out to me again in six months.” The idea that you would just get lucky with the timing, and that your three to six weeks window of hiring is going to align with someone else’s three to six week window of looking, why leave that up to chance, as you said before.
[00:17:25] AT: I would say most of the actual placements that I’ve made into portfolio companies, those have been a direct result of a referral from somebody that I built a relationship with earlier. Like you said, the chance that somebody is in the market for this exact thing that we happen to have in our portfolio, it’s not tiny, but it is much smaller than opening that up to the chance that we are going to hear about somebody that’s looking from somebody we already know, is that we open up our network that way by leaning into the relationship aspect of it, because then people want to be referring their friends, people that they think highly of. They want to be bringing them to us, so that’s just that’s a total network multiplier, most of the people that we’ve actually placed into our portfolio company, they come from direct referrals.
[00:18:13] RS: Do they tend to be more senior? Is this leaning towards the executive side? That would be my gut instinct.
[00:18:18] AT: Yeah, we do. The general way of thinking about it, the unfortunate reality that we are bandwidth constrained, we have about 100 active portfolio companies and there are two of us on the Talent Team here. We can’t do every level and every function all the time, but the bigger picture of thinking about it is, if I go out and bring an engineer into your company, they’re definitely going to make an impact and that’s going to make things easier for you to build the best company that you can. But if I go out and bring a VP of engineering your way that is probably out of reach for where your recruiting power would bring you otherwise, and that person can then come in build the entire engineering org in their image in a much more effective way than we could, that’s potentially an outcome multiplier for the long term of your company.
We try to think about it in terms of, what are the highest leverage ways that we can impact this company and most of the time that is doesn’t necessarily need to be a VP or a C level or anything like that, but somebody who’s owning a function, usually from the get go. We’re usually involved pretty early and helping them get things off the ground. So getting somebody who can build that from the ground up in a more effective way than otherwise this company would have access to, that’s really what we’re chasing.
[00:19:33] RS: I see. Because you have this insight 100 portfolio companies, I’m sure you’re getting a sense of some of the talent challenges across the board. What are some themes you’re noticing, maybe not in terms of the specific problems, but just in terms of growth and hiring, what are you seeing out there?
[00:19:49] AT: Well, the last couple of years have certainly not been short on changes in the talent environment. I would say right now, one of the interesting things that we’re seeing is more interest in going into earlier stage environments. Three years ago, before COVID started, everybody just wanted the series D, almost sure thing, not everybody, but I use that hyperbolically. Everybody just wanted the almost sure thing that they could come in and almost definitely make a bunch of money on when they up you. That was the goal.
Now, there’s been more of a shift towards whatever happens over the next couple of years, I want to just jump into something early, I want to focus on solving a problem, finding product market fit, building a cool product, setting up our go-to market and starting to have some of these initial conversations with customers do that for a year, to weather the storm, whatever is going on, on the macro level. Then come out the other side guns blazing, ready to scale up. So that’s made things a lot more interesting on the early stage recruiting front. Candidly, not something that I totally expected going into a recession, I thought people would be more risk averse, but I think a lot of the reasons that we’ve seen so far for people wanting to do that have been around equity values and financial reasons, in addition to some of that other stuff.
[00:21:11] RS: I’m a little surprised to hear that, because the targeting a later stage startup, right, the series D, there’s all these particular kinds of hires and stats you can look up about, whether a company is close to IPO. I’ve also been in those all hands, where STRS are raising their hand like, when are we appealing? It’s like, never. Put your hand down and get back to work. It’s going to be six years minimum. That strikes me as a pretty sound strategy to target those later companies. Is it because IPOs are less assured or just to put your yourself in the mind of someone making that choice, why do you think there’s that tendency?
[00:21:45] AT: A lot of it has to do with equity value, if you jump into something that six months ago was valued at a 30x multiple, and you’re already at 100 million in ARR. Realistically, just to not be underwater on your equity today, if you were to join, you probably need to double or triple revenue. Not everybody’s aware of this yet. We don’t totally know what this is going to look like, but on paper, a lot of people got a lot less rich, three, four months ago when valuation started to dip. Compare that to even if you’re operating with similar multiple differentials to go from 1 million to 5 million is much easier than going from 100 million to 500 million in ARR.
It seems obvious when you actually can compare it one to one like, I can either go in this place and take a moving PSL, I can go into this place and take 1% of something that has to go from 1 million to 10 million in the next two years or I can go into this thing and take a much smaller portion of the pie that, on paper, is worth more based on the offer letter that they’re showing you, but in reality, you’re underwater on day one, you have a much harder time growing that into a real wealth generating event. For a lot of people, it’s a less interesting problem to solve. A lot of people want to go late stage, because it can be more financially lucrative, or at least historically can be much more financially lucrative, but a lot of the problems that you’re solving are viewed by the candidate base that I work with, as less interesting.
[00:23:19] RS: How should candidates, and let’s I guess constrict it to the ones on the talent side here, if you’re assessing a company, how should they be approaching the equity conversation?
[00:23:29] AT: It depends on a lot of different things. I mean, if you’re earlier in your career, equity is a smaller portion of your comp anyway, so there’s still definitely a case to be made for going into something that’s later stage where you can learn from more seasoned operators, you can see different problem sets, you can see something that’s more operationalized in play. If that is the case, then your equity is ultimately not going to be worth a ton anyway. They’re probably have pretty constrained comp bans on what they can give you, so push for it, but I wouldn’t overthink it.
If you are the converse of that, if you’re an early stage senior operator and you really think that this company is going to be something, now’s the time to go for equity, especially if it’s company that’s raised in this new fundraising environment. They aren’t super overinflated from a valuation perspective. Now’s a really good time to push for more equity and take a little bit more risk on the cash side, because a lot of really great companies get built in recessions. Especially if it’s an environment where you’re coming in after the multiples already been deflated, you’re probably in a pretty good position to make money on that if the company is even moderately successful.
[00:24:43] RS: Even coming in the when you see this offer letter and there’s a number of shares attached to it and that number will probably be exciting to you even if it’s not huge, but it doesn’t mean anything on its own. Oh, I have 1800 whole shares of this company, right? What does that actually mean? You get a number of shares and you get a strike price. I guess like on a more basic level, what are some questions people can ask to try and turn that into something meaningful for them?
[00:25:08] AT: Well, you certainly have to understand your price per share and your strike price, which, if you don’t already know, strike price and price per share, those numbers get closer and closer as you get into later stage opportunities, so it’s going to be more expensive to exercise your options if you’re joining something later stage than if you’re joining something early. You’re going to make more money in the earlier stage environment, obviously. Second, you have to understand what the true value of that is and where the company is expecting to go. So, one of the things that I’ve seen that really bothers me is later stage companies that are getting offers now that are basing the extrapolations on how much money you can make.
They’re basing that on the multiples that they saw in their last round, even though their last round was done in a completely different fundraising environment, and they’re extrapolating based on continuing to see those multiples in the long run after they grow their revenue to whatever it is, but you need to understand, okay, so if this is a productivity SAS tool that was raising at the Series C in January, they were probably raising at 100x, or whatever. If they were to go out and rise today, they’re probably raising it 20, whatever it is, whatever those numbers are. Understanding what the value of that equity is, in the actual market currently, is going to be super important, because ultimately, we don’t know where multiples are going to go, but if you’re talking about the on paper value of those shares, then that’s a huge portion of the question.
[00:26:35] RS: Yeah. That is a great question to ask. You see the strike price. This is how much it’s going to cost me to get access to these shares. What is it valued right now? Because the valuations don’t happen, it’s not like a credit score you can refresh in your bank, right? Get up to the date. But a valuation that happens periodically, typically right around the fundraise, maybe not even once a year. So that’s a great question to ask, like, “Hey, what’s the difference between the strike price and the current valuation?” If there was just a valuation, then they’re probably pretty close, but that’s rarely the case.
[00:27:06] AT: Yeah. People expect, especially people that have been watching the private startup market go over the last seven, eight, 10 years. People just expect that number to go up into the right. Down rounds were, something that happened in B minus companies, companies that were struggling—
[00:27:22] RS: Yeah.
[00:27:23] AT: But now, most rounds are probably going to be down rounds for the next year or two, or at least, they’re going to be slightly above even. Understanding the implications of that, for your equity value, is huge.
[00:27:36] RS: Yeah. These are all just—I think people need to, obviously not financial advice, do your own research, all the various incantations we need to put out there, but I am asking you this, because I think a lot of people get their pants pulled down when it comes to the equity component. They get very excited, and they start doing back of the napkin math on how rich they are going to be based on an imagined share price, right. It’s your compensation, and it’s easy to get scared away. I just want people to come into those conversations armed at least ask the right questions and understand for themselves what it means to them. So thanks for sharing that.
[00:28:07] AT: On that note, just before we move on, also say people that are earlier in their career, how much equity you have in a company is not a progressive linear thing, it has to do with the seniority of the role that you’re coming in on, but it’s not really based at all on what your previous role was. Particularly if you’re earlier in your career, and you’re in this slightly more tumultuous environment, cash is most of the time your OTE is going to be more a step function for each role that you move into.
Negotiating more for the next role that you have is going to give you a better basis to stand on for negotiating more for the next role. That’s not really the case with equity, so even though people play this startup game, because they want to roll the dice and hit it big and make this big like generational wealth event in their life. Right now, it makes a lot of sense, especially if you’re earlier in your career to just be playing for a little bit more cash than the last one and a little bit more cash for the next one.
[00:29:02] RS: Yeah. Cash is king, right?
[00:29:04] AT: Yeah.
[00:29:05] RS: Atli, this has been really great chatting with you. Thank you so much for being here. Before I let you go, I guess you’ve given a ton of great advice, but maybe just non-equity related advice for the people out there who are forging career in this space. How do you think about up leveling and adding skill to your own tool belt and what advice would you give to folks who are forging a career in talent?
[00:29:23] AT: I would really just say surround yourself with people that are smarter than you. Keep a mindset of learning. I fell victim to this as well, but you have your day to day job and don’t let that dominate your career. Don’t let that dominate your day to day, even. Find time to deliberately learn from the people around you. Seek out mentors. I mean, none of this is revolutionary advice, but I think it’s easy to forget, especially in an environment where you’re maybe a little bit more nervous about your job and you want to just try to get your quota a little higher or whatever. Continue to look for opportunities to learn from people that have been there and done that before. Yeah, read a lot. Listen to podcasts.
[00:30:03] RS: Particularly, Talk Talent to Me. Atli, this has been great. Thank you so much for being here and sharing your experience and wisdom with me. I love having you. Thanks for being on the show.
[00:30:11] AT: Absolutely.
[00:30:12] RS: At this point, I would just say to all the people out there in podcast land, I’ve been Rob Stevenson. Atli Thorkelsson has been Atli Thorkelsson and you’ve all been amazing, wonderful talent acquisition, blueberry Munchkins. So have a spectacular week and happy hunting.
[00:30:25] AT: Thanks, Rob.
[00:30:28] RS: Talk Talent To Me is brought to you by Hired. Hired empowers connections by matching the world’s most innovative companies with ambitious tech and sales candidates. With Hired, candidates and companies have visibility into salary offers, competing opportunities, and job details. Hired’s unique offering includes customized assessments, and salary bias alerts to help remove unconscious bias when hiring. By combining technology and human touch, our goal is to provide transparency in the recruiting process and empower each of our partners to employ their potential and keep their talent pipeline full.
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