Four senior hires. 30-day average time to hire.
ketteQ was growing its SaaS product team across engineering, data, product and enterprise systems. Talhive closed four senior roles with a 30-day average time to hire and 100% offer acceptance.
Discuss a product team mandate →Add senior talent across the product organisation.
ketteQ needed experienced specialists to support the growth of its supply chain planning and automation platform. The mandate spanned frontend engineering, data science, product management and Salesforce architecture, and each role required a different combination of technical depth and product context.
Four senior seats, four disciplines, one product organisation.
The roles sat in one product team.
The talent pools did not.
A lead data scientist, a product manager and a Salesforce architect can all contribute to the same SaaS platform while having almost nothing in common as candidates. The search could not run on one technology pool or one assessment model. Each role needed its own market map and its own read on what good looks like, while still fitting the same product organisation.
Seniority here is about interface architecture and the discipline to keep a complex enterprise product usable, not the number of frameworks listed.
Planning and forecasting work rewards people who have owned a model in production and lived with the consequences, which is a much smaller group than the title suggests.
Assessed on judgement and context fit. Enterprise supply chain buyers behave nothing like consumer users, and product instincts do not transfer between them for free.
An enterprise systems market with its own career paths and its own employers. Product companies rarely reach it through standard engineering sourcing.
Search each role differently. Keep the hiring bar the same.
Four searches, four market maps, and a screen calibrated separately for technical depth and for product judgement.
Separate market maps
Each role was sourced from the companies and adjacent backgrounds most relevant to that discipline rather than from one list of target employers.
Role specific screening
Technical candidates were evaluated for functional depth, while product candidates had to show evidence of judgement and context fit before they were presented.
Shorter interview funnels
Only calibrated candidates entered the client process, which held the interview to hire ratio at 4:1 across four senior roles.
Close management through the offer
Candidate engagement continued through the decision and offer stage, and every offer made was accepted.
“Talhive has a very professional team of recruiters who have been a pleasure to work with. They quickly understood our requirements and produced high-quality candidate profiles in a very short time. Thanks to them, we could fill a key position within 4 weeks.”
Four senior roles. Every offer accepted.
Talhive closed four hires across frontend engineering, data science, product and enterprise systems, at a 30-day average time to hire.
The engagement combined breadth with selectivity. Four distinctly different senior roles, without turning the hiring process into a high volume interview funnel.
A product organisation is not one talent market.
Building a SaaS product takes engineering, data, product and systems people working to the same roadmap. Hiring them still requires different sourcing and different assessment for each discipline.
The common standard should be quality. The route to finding it should change with the role. That is the distinction most generic technology hiring misses.
If you are hiring across a product organisation
Building a product team across multiple disciplines?
The roles may sit in one organisation. The talent markets usually do not. We build the search around that difference.