The phone that gives families peace of mind about aging parents. Backed by Y Combinator.
About the role
This is a founding seat, not a fill-the-req seat. Whoever takes this defines how the company hires for years: the bar, the process, the tools, the brand. You'll start as an IC, closing key gaps yourself, but as we scale, there's a genuine opportunity to build and lead the recruiting team you start out running solo. If you've been the strongest recruiter in the room but never had the mandate to build the whole function your way, this is that mandate.
What they're looking for
- Full-cycle recruiting (sourcing, evaluation, closing) across GTM, engineering/product, and ops
- The recruiting operating system: ATS, interview structure, scorecards, sourcing channels, built from scratch, not inherited
- Direct partnership with the CEO/COO and hiring managers on role scoping and hiring bar: you help set the bar, not just fill against it
- Hiring metrics that actually inform decisions (time-to-fill, pipeline conversion, quality of hire), not vanity throughput numbers
- Candidate experience and employer brand: often a candidate's first real signal of what working here is like
- Sourcing alpha. Knowing what circles the best candidates swim in and generating conversations with great people who might be least likely to apply through LinkedIn
More about this role
Most companies fill their first recruiting seat with someone who runs a process. We're not doing that. We've hired recruiters before who could source and coordinate but couldn't tell us who was actually good. We ended up doing the real evaluation ourselves every time, which meant the hire added activity, not leverage. This role is built to fix that specifically: we're hiring for judgment first, process second.
You'll own full-cycle recruiting across every function starting day one, and you'll build the operating system: sourcing, interview loops, scorecards. But the actual bar is narrower and harder than "can you run a process": can we trust your read on a candidate enough to act on it without redoing the work ourselves?
- Full-cycle recruiting (sourcing, evaluation, closing) across GTM, engineering/product, and ops.
- The recruiting operating system: ATS, interview structure, scorecards, sourcing channels, built from scratch, not inherited.
- Direct partnership with the CEO/COO and hiring managers on role scoping and hiring bar: you help set the bar, not just fill against it.
- Hiring metrics that actually inform decisions (time-to-fill, pipeline conversion, quality of hire), not...
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