Hiring that actually works long-term

“Right fit” isn’t a buzzword.
It’s the difference between hiring someone who survives the first six months — and someone who grows with the company for years.

I help companies make honest hiring decisions and build people systems that support real work, real teams, and real growth.

My Why

From coaching bodies to building teams

I didn’t start my career in HR.

For three years, I worked as a swimming coach. What fascinated me wasn’t the sport itself — it was people.
Understanding what someone needed to grow. Adjusting the approach. Seeing progress when the environment finally supported the person.

At some point, I realized I wanted to work with people on a deeper level — solving complex problems, thinking in systems, and helping people grow not through pressure, but through better structures.

That curiosity led me to HR and recruitment.

My experience

Over the last 8+ years, I’ve combined HR and recruitment roles across startups, scale-ups, and large organizations — building processes from scratch and scaling them over time.

I’ve worked closely with marketing, creative, and game development teams, helping companies hire senior specialists and leaders, and build structures that last beyond individual hires.

Early-stage company
(30–50 people)

Inn4Science, Kensana

I built core HR processes from the ground up — experimenting, implementing, and learning how people, teams, and business needs intersect in real life.

A growing tech company
(400+ people)

CHI Software

I focused on recruitment, hiring for highly competitive roles, and supporting onboarding and early growth — not just hiring people, but helping them succeed after they joined.

SaaS company
(1500+ people)

Semrush

I led hiring and HR initiatives across marketing and leadership roles, often challenging initial assumptions about “perfect candidates.”

Instead of hiring for logos or titles, I worked with managers to understand:

what the team actually lacked
which skills were critical now vs. learnable later
what kind of people could adapt, grow, and take ownership

Within the first months, I hired multiple senior specialists and heads.
Years later, many of those people are still with the company — promoted, leading teams, and growing the business.

What defines my approach

I don’t focus on closing vacancies.
I focus on closing real business needs at the stage a company is in right now.

I look beyond CVs and skill checklists.

I pay attention to:

how people talk about their experience
how they think and make decisions
what actually matters to them at work

I spend as much time with hiring managers as I do with candidates — understanding team dynamics, gaps, and expectations that are often not written in job descriptions.

I’m comfortable saying:

“this role isn’t clear yet”
“this profile is risky”
“you don’t need this hire right now”

Because avoiding a hard conversation early is usually what creates expensive problems later.

Let’s talk

If hiring feels unclear, exhausting, or harder than it should be,
that’s usually where I can help.

Contact Me