Real Problems.
Real Results.

The job postings were using the wrong titles, wrong keywords, and requirements that didn't reflect how diesel mechanics actually search for work. The job boards weren't failing — the input was wrong. The algorithm was pushing ads to the wrong audience because the content told it to.

Additionally, the job description had been written by an HR generalist who had never spoken to a working diesel mechanic. The requirements were generic, the pay range was buried, and the day-in-the-life detail that actually attracts trades candidates was completely absent.

• Conducted a full audit of all active job postings and ad spend allocation
• Interviewed working mechanics and frontline supervisors to understand real job requirements and what the role actually involves day-to-day
• Rewrote job descriptions using trades-specific language, searchable titles, and accurate requirement levels
• Restructured job board spend — eliminated underperforming placements, redirected budget to trades-specific channels
• Built a req qual framework so future postings would be built correctly from the start

Within 30 days, qualified applicant volume increased while total job board spend dropped by $15,000. The roles that had been open for months began filling. The fix wasn't more money — it was better targeting with the money already being spent.

The same framework was subsequently applied to other open roles across the organization, compounding the impact beyond the initial engagement.

Job board spend is not a talent acquisition strategy. It's a distribution channel. If what you're distributing is wrong, more spend makes the problem worse — not better. The diagnosis comes before the dollars.

Seven recruiters across 19 countries each had their own process — or no process. The ATS had been purchased but was barely used. Hiring managers in different markets had different expectations. There was no single source of truth for pipeline data, no consistent interview framework, and no way to measure performance across the function.

Third-party recruiting agencies were being used heavily in most markets — driving costs without solving the root problem. Every market felt like a different company.

• Led full implementation of Workday ATS — configured workflows, built reporting structure, established pipeline stages that mapped to real hiring activity
• Developed SOPs for every operating entity and country — standardized how requisitions were opened, how candidates moved through stages, and how decisions were documented
• Built a global req qual framework that accounted for regional market differences while maintaining consistent evaluation standards
• Trained all 7 recruiters on the new process and held hiring managers accountable to defined decision timelines
• Eliminated third-party recruiting dependency market by market — replacing agency spend with direct sourcing capability built inside the function

Time-to-fill dropped by 67% — not through urgency or pressure, but through process clarity. When everyone knew their role, what was expected, and where candidates were at every stage, decisions got faster and candidates stopped falling through the cracks.

Recruiting costs dropped by 70% as third-party agency dependency was systematically eliminated. The function went from reactive and fragmented to strategic and measurable.

Technology doesn't fix process problems. It amplifies them. When you implement an ATS on top of a broken workflow, you get a faster broken workflow. The process has to come first. The technology serves the process — not the other way around.