Part II - Connecting the Right Dots: Talent and Opportunity

This article is a sequel to a previous one about taking a leap of faith and navigating change. Below, you'll find Part II.

Chapter 5: IT'S THE PEOPLE WHO MAKE ALL THE DIFFERENCE

People do make all the difference. It's not where you work or what you do–it's whom you work with that matters.

Leaders often talk about "getting the right people on the bus and in the right seats," and I couldn't agree more. With the right group, the destination becomes secondary. It's almost like being with friends on an adventure—you share common ground and face challenges together. All for one and one for all, don't leave a man behind, as Navy Seals or Rangers tend to say.

From my experience, it's not about surrounding yourself with people who are just like you. In fact, some of my best collaborations were with colleagues who were my polar opposites. Think "spreadsheet meets whiteboard". And what made it work? We shared the same deeper values and principles—the answer to the question: "What's the right thing to do in this situation?"

However, here's the big question: How do you find these people through conventional recruitment processes?

Chapter 6: YOU DON'T FIND GENIUSES WITH CVs

Here's an odd phenomenon I've noticed unfolding during the past years:

While companies cut costs, especially in personnel (this is the easiest "saving" to be made "nicely visible" in the P&L, regardless of the sustainability of the cuts or the actual cash impact to the company–of that perhaps in another post), they simultaneously complain about a lack of good talent. Possible reasons include easier ways of earning a living (hello, Gen Z and TikTok generation) or unattractiveness of certain industries. But I believe the root cause is the shift in values & mindset: the rat race for a nicer title to solely making money is no longer in. The new black is doing something meaningfully, intending to last the rush of short-term profits while bearing in mind the ethics and equally ensuring spare time for family, friends and other activities aside from work–you work to live, instead of live to work.

This paradox is a clear indication of the need for a new approach to recruitment.

The traditional CV-based recruitment system has outlived its effectiveness. Job postings with bullet points and automated CV filters often fail to recognise the human traits—creativity, adaptability, ethics, and the potential for growth—that drive lasting success.

One day, I started structuring the real-world experiences encountered by people in my network and myself:

• The fact-based interview loop: "I can't hear myself talk about myself anymore. It feels like I'm the most played single on a radio station."
• The rigid criteria: Often, candidates with impressive backgrounds and adaptability are dismissed because they don't fit this exact one criterion. But what about all the other "ticked" capabilities? What about learning potential? What about work ethic?
• The process paradox: After a lengthy in-person meeting, the headhunters said, "Now, please fill in your online profile and apply through our portal." Rather baffling moment–why even bother having the meeting in the first place?
• Random walk (matter of luck): Even when recruiting myself, I always try to lean on my network first. Recommendations often beat a stack of CVs, but stars still need to be perfectly aligned for that specific candidate to be available. While following the official application process, I've also been guilty of not reviewing every application—sometimes, the sheer volume makes it impossible. Often, I focus on the first ones my eyes stop at (arbitrary from the system's perspective). Another example is how Bolt's CEO Markus Villig (yes, I took this one deliberately, referring to my Estonian origin) found his CTO (allegedly a genius) in a forum by just trying his luck posting the requirement (in an interview given to 20VC with Harry Stebbings). I guess you can't find geniuses with the help of a CV.

It's by no means an attempt to get at the headhunters. They aren't to be blamed. It's not about WHO, but about HOW–the processes and ways are getting in the way of passing time. The issue arises from the info asymmetry, and that's why "objective" CVs, filled with facts, are being used as the best-known source.

There you go: only accountants for Finance leadership roles; you've made door2door sales?! there you go, this Sales role is for you, etc.

Very few give candidates with more diverse backgrounds a chance because there's no fast way to validate whether they could actually make it, and gambling while recruiting a team can be costly.

This begs the question: is there a better way? It's time to reinvent the HOW.?

Chapter 7: THE BRUTAL FACTS OF MY REALITY

So, coming back to my situation.

As I mentioned in my previous article, I didn't immediately turn to sending out CVs. I took the time to reflect on what I truly wanted to do.

Even when I occasionally peeked into LinkedIn, I closed the app shortly–"No, it can't be THE way." I told myself.

I usually turn to the wiser when I don't know the answer. Thus, I met up with some smart guys who gave me new impulses and offered novel ideas. I opened GoogleSheet (modern-day pen & paper) and started writing down what enthused me, what I enjoyed and how it was all reflected in my past career–which projects, roles, and situations had created this type of feeling. Combining that with the kind of people I wanted to work with, I had the "description". In the meantime, another variable had entered the formula–AI–that was making standing out purely with a CV almost impossible since everyone suddenly had impeccable resumes regardless of the content behind them.

Hence, I adjusted my strategy accordingly and here's what I did:

1. I identified a handful of companies and people I admired.
2. I sent some personal letters–yes, handwritten letters to some of them.
3. I leveraged my network for introductions with others.
4. I approached some contacts directly via email or LinkedIn.
5. I selectively applied through company portals.

A mix of results ensued: polite and personal replies, automated responses, and some deafening silence. While I can't yet say if any of these methods will lead directly to my desired destination, I can assure you that it feels liberating trying different approaches and, more importantly, they're the natural experimental steps leading to a solution (remember what Einstein said about methods and solving a problem).

Chapter 8: WHAT'S THE SOLUTION THEN?

Platforms like LinkedIn and Glassdoor aim to bridge the information asymmetry regarding the talent-opportunity gap, but they fall short of capturing this something–the nuances of human potential. Personal recommendations—word of mouth—still reign supreme due to their embedded "certificate". The trustworthiness of the source has already been validated.

If you go through this thinking process, there's a moment when all your ideas about different approaches will be demolished, shaking you to come down to Earth and realise: keep it simple; the good old network is the robust and effective lever to pull. Ok, a shake is good. Back on Earth, here's the challenge: What happens when your network runs dry? What if there are right opportunities outside the network?

Perhaps the answer lies in rethinking the quality and sources of testimonials—validated by former colleagues and rooted in trust. Imagine a technology-facilitated solution, a platform or a system where verified endorsements about your real-world impact, not just your CV, take centre stage without the need to be the loudest in the room or optimise your SEO. Or perhaps companies need to up their recruitment game and reconsider approaches to attract like-minded talent. It's letting the outside know about you but equally outside letting the like-minded people know about them searching for these profiles.

If we truly want to connect the right dots between talent and opportunity, we need fresh ideas—be it through technology, networks, or something entirely new. On my end, I'll keep experimenting and writing about my journey of navigating these waters. But what's your take on it? Let's start the conversation.