Director, Talent Attraction & Resourcing

Position Overview

This is a build-and-lead role.

Today, recruiting and resourcing are largely reactive — driven by urgent needs, shifting priorities, and limited forecasting. That approach has helped us move quickly, but it’s no longer sustainable for where we’re headed.

We’re looking for a senior leader who can design and implement a best-in-class resourcing and recruiting function — one that brings clarity, discipline, and foresight while still supporting a fast-moving consulting business.

Reporting to the VP of People & Talent, and leading a team of 5+ professionals at various levels, you’ll establish the strategy, operating model, and standards for how we plan, hire, and deploy talent — while also rolling up your sleeves to stabilize execution in the near term.

• Design and implement an end-to-end resourcing and recruiting model that moves the organization from reactive to planned and predictable.
• Introduce structure, prioritization, and decision frameworks to replace ad-hoc, just-in-time hiring.
• Establish clear roles, ownership, and expectations across recruiting, hiring managers, and business leaders.
• Build a cohesive resourcing and recruiting model that is tightly integrated and complementary to the employee lifecycle, ultimately supporting smooth talent deployment.

• Partner with Delivery, Sales, and Finance to forecast talent needs based on pipeline, client demand, and delivery capacity.
• Translate business demand into realistic hiring plans that balance speed, quality, and cost.
• Help leadership navigate bench vs. hire-ahead tradeoffs with data and insight.

• Design and establish a standardized recruiting processes, tools, and hiring practices across the organization.
• Improve quality of hire, time-to-fill, and candidate experience — without burning out the team.
• Ensure recruiting practices scale effectively across technical, consulting, and professional roles.

• Lead, coach, and develop the recruiting and resourcing team through change and a rapidly change environment.
• Set clear priorities and expectations in an environment that has historically been urgent and fragmented.
• Build confidence and capability within the team to act as strategic partners, not order-takers.
• Define standardized operating practice that ensure consistent and effective delivery regardless of the area of the business being served.
• Reset expectations with hiring leaders around what great recruiting looks like — and what it requires.
• Provide clarity on timelines, tradeoffs, and market realities.
• Act as a trusted advisor who brings calm, data, and judgment into high-pressure hiring decisions.

• Define and track meaningful recruiting and resourcing metrics (capacity, demand, time to fill, pipeline health, quality of hire).
• Improve visibility so leaders can make informed decisions rather than reacting to surprises.
• Translate data into insight-driven narratives that drive continuous improvement — not just report on it.
• Lead the organization through a mindset shift from urgency-driven hiring to thoughtful planning.
• Bring credibility, clarity, and empathy to change — acknowledging what’s worked while building what’s needed next.

• 10+ years in talent acquisition and/or resourcing in a consulting, professional services, delivery-based or similar environment, with progressive leadership responsibility.
• Proven experience leading teams through change.
• Strong understanding of consulting or project-based delivery models.
• Deep knowledge of recruiting markets for technical, professional and delivery roles.
• Technically savvy, including experience with communications systems such (ex. Slack and SharePoint).
• Excellent leadership, coaching, and communication skills.
• Willingness and ability to jump in on recruiting assignments if needed.

• Has built or significantly transformed a recruiting and resourcing function before — ideally in consulting, professional services, or a delivery-based environment.
• Is comfortable stepping into ambiguity and creating order without over-engineering.
• Can balance strategy with hands-on execution, especially in the early phases.
• Knows how to influence senior leaders, reset expectations, and say “not yet” or “not like this” when needed.
• Uses data to inform decisions but understands the human dynamics of hiring and delivery.
• Leads with calm, credibility, and pragmatism — especially when things are messy.
• Proactively anticipate business needs by deeply understanding company strategy and translating it into forward-looking talent and resourcing plans.