For C-suite leaders at workforce-dependent businesses
Make hiring predictable before it constrains growth.
When open roles limit service delivery and revenue, the talent acquisition function cannot be an unknown. ATA helps leaders build the capacity to hire to plan without uncontrolled outside spend.
Operators, not consultants
Led by two former VP-level talent acquisition operators who have managed more than $100M in annual recruiting spend.
No hand-off after the sale.
The people who scope the work are the people who do it.
Built across high-volume hiring environments.
Experience supporting organizations hiring 500 to 100,000+ people annually.
Experience in complex operating environments.
Work across PE-backed, public, private, and nonprofit organizations.
Where the growth plan gets constrained
When hiring cannot meet demand, or costs too much to do it, the business feels it.
Leadership teams rarely need “better recruiting.” They need predictable hiring capacity at a cost the business can defend.
Hiring demand is outpacing capacity.
New locations, client commitments, service lines, and acquisitions are modeled around revenue. They also need a credible staffing plan. Without one, the ramp slips and the business reads an execution issue as a market issue.
Outside spend is rising without better outcomes.
Agency fees, contract recruiting, and job advertising can increase without improving the flow of qualified hires. The result is higher cost, delayed revenue, and openings that stay open longer than the plan allows.
Technology is creating drag instead of leverage.
A new system cannot repair unclear ownership, weak workflow, or inconsistent data. Before another platform is funded, identify whether the constraint is the tool, the process, or the way the team uses both.
Leadership cannot see or manage the real constraint.
The team has technology, but recruiters still work around it, hiring managers do not trust the process, and leadership cannot connect spend to results.
See what is constraining your hiring capacity
Get the complimentary ATA AuditCore offerings
Build a talent acquisition function the business can plan around.
ATA helps C-suite leaders and CHROs identify what is constraining hiring capacity, decide what to change, and implement an operating model that supports growth.
Hiring Operating Model Design
Define the ownership, workflows, governance, and handoffs that let the organization meet planned hiring demand consistently.
Recruiting Technology Strategy and Optimization
Make the existing technology work for the operating model—not force the operating model to work around the technology.
Fractional TA Leadership and Deployment Support
Add experienced operator leadership or recruiting capacity when a critical role is open, demand changes quickly, or the function needs to stabilize.
Technology Selection and Vendor Decisions
Make technology decisions with an operator’s view of adoption, integration, and operating value, informed by direct market perspective and relationships across the recruiting-technology ecosystem.
Talent Acquisition Diligence and Post-Close Integration
Understand the hiring function’s strengths, risks, and integration priorities before close, then protect hiring momentum afterward.
Recruiting Performance Reporting.
Give leadership a decision-ready view of hiring capacity, cost, pipeline, speed, and performance.
OUR PROCESS
See the constraint before you fund the fix.
Start with an executive-level view of where talent acquisition may be limiting capacity, cost control, or growth. Go deeper only when the evidence warrants it.
ATA Audit
ATA’s proprietary outside-in assessment flags potential constraints on hiring capacity and cost. No system access is required.
Deep Diagnostic
If the Audit indicates deeper work, ATA combines operating expertise, stakeholder input, and ATS data to validate the highest-priority issues.
Operating Roadmap
ATA turns findings into decisions on capacity, spend, technology, ownership, and sequencing.
Implement and Embed
ATA helps make the changes, measure adoption, and leave ownership in place.
Trust
Insured, vetted, and monitored.
A procurement answer, not a legal footnote. When we work inside your systems or with your data, this is what stands behind us.
Insured.
- Errors and omissions insurance
- General Liability
- Certificates available upon request
Vetted.
- FACIS Level 3 healthcare sanctions and exclusion screening
- 10-panel drug test, including THC
- Education and credential verification
Monitored.
- Annual full criminal background and drug test rechecks
- Continuous monitoring of federal exclusion lists (OIG, GSA)
Client and partner perspective
What experienced operators say about working with us.
Perspectives from leaders who have worked with us on talent acquisition strategy, technology, and execution.
INSIGHTS
Perspective for leaders making high-stakes hiring decisions.
Practical analysis of the operating decisions that determine hiring capacity, technology value, integration risk, and recruiting cost.
ArticleSeptember 11, 2026
Integrating a 20-brand hiring function without stopping hiring.
Multi-brand organizations can run one instance without making sacrifices.
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Hiring OpsSeptember 10, 2026
You Attracted the Candidate. Indeed Sold Them to Your Competitor.
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Technology BuyingSeptember 1, 2026
The Demo is Not The Decision.
Every purchase is really five decisions stacked on top of each other.
Read MoreStrategyDecember 2025
Cost center or growth lever: Reframing talent acquisition.
Why the way you measure hiring decides how it performs, and how to move the function from expense to advantage.
Read MoreHiring OpsNovember 2025
Choosing an ATS at volume: ERP suite vs. specialist.
A look at the trade-offs between an integrated HR suite and a best-in-breed talent acquisition platform when you hire at scale.
Read MoreAshbyOctober 2025
Implementing Ashby without breaking your pipeline.
How to sequence an Ashby implementation or migration so hiring never stops mid-move, from a certified partner and former operator.
Read MoreFAQ
Common questions
A few of the things prospective clients ask us most.
No. We do not place candidates or take a percentage of salaries. We fix the hiring function itself — the process, technology, and reporting your own team runs every day.
The ATA Audit is complimentary. If the evidence supports a Deep Diagnostic, we scope and price that paid engagement before work begins.
The ATA Audit is designed to provide an initial point of view quickly. Timing for a Deep Diagnostic is set during scoping, based on the work required.