Choose a priority.
Help the team deliver it.
I would start with one important engineering, manufacturing or operating commitment—and work with its business owner and the recruiting team to protect it.
Building a new region—from zero to roughly 600 people.
I owned the talent strategy and execution for SoftServe’s Latin America expansion, partnering with the president, CEO and CHRO.
I helped select Mexico, Colombia and Chile, hired country managers and VPs, and built the recruiting organization and programs that supported regional growth from zero to roughly 600 people over two years.
I also taught cultural awareness to help Eastern European and Latin American colleagues establish trust and work effectively together. Latin America was new territory for me.
More about the work and my experience
Country selection weighed political stability and the availability of qualified, English-speaking talent. Execution connected leadership hiring with the people, systems, processes and programs needed to support regional growth.
Across my experience, I’ve led a team of more than 30 people, hiring up to 150 people a month across executive leadership, engineering, sales, marketing, operations and support.
At NVIDIA, my work expanded from software into infrastructure and leadership, alongside building AI training and mentoring.
Understand what success requires.
Agree the capability needed, when it must be effective, and the approved demand. Learn the team’s existing approach and where progress slows.
Act on the constraint.
Is it qualified supply, assessment capacity, a delayed decision, offers, starts or training? Make the tradeoff and owner explicit, then help move the work forward.
Scale what works.
Use the results to decide where coaching, hiring-manager partnership, resources or process changes would help. Set improvement targets against an internal baseline.