The new job started with a recruiting problem.
I had left Reonomy and joined Aaptiv. The role was exciting, the company was growing, and I needed to build an engineering and technology team around the work ahead.
I also needed someone to lead recruiting for me.
My own network was deep in technology, product, and startup operators. It was not deep among recruiters. I knew that the talent community kept in touch, so I began asking people I trusted for introductions.
I sent notes to investors, former colleagues, and people I had met through the New York technology community. I explained the need plainly: Aaptiv was looking for a head of talent who could help build the technical team.
The introductions started arriving. One connected me with a recruiter known for understanding engineers as well as hiring. We tried to get a meeting onto the calendar while the new job kept me busy. Even after I got sick and fell behind, I kept working to make the conversation happen.
The search was already widening by the end of the month. Aaptiv had begun speaking with operations and business-development leaders too. I introduced an experienced operator to the chief executive so they could talk directly about the company and where he might help.
Another recruiter sent an experienced mobile engineer whose timing did not work immediately. I did not force the calendar. I suggested that we speak again in July instead.
Mostly this meant calls, introductions, and follow-ups. The job description was the easy part. Finding the right person took longer, especially when the timing was wrong.
By then, my work email had changed to Aaptiv. Most of my attention had changed with it. Before I could build much else, I needed the people who would build it with me.