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My Recruiting Philosophy: How I Hire the Top 1% in Tech Leadership

Picture of Michal Juhas

Six years ago, I transitioned from being a CTO in a high-growth tech startup to recruiting technology leaders. I’ve placed over 100 specialized individual contributors and technology leaders at leading tech companies across Europe and the U.S.

My placements have included CTOs, VP Engineering, DevOps Engineer, and Video-Encoding Specialist hires at funded scale-ups, enterprise software companies, and deep-tech startups. I specialize in the toughest searches—those where companies struggle to find A-players through traditional hiring methods.

Unlike most recruiters, I specialize in mission-critical hires and the top 1% of talent. When companies have already tried LinkedIn ads, job boards, and traditional recruiters but still can’t find the right person, that’s when they call me.

And here's how I find the right candidates:

1. I Don’t Recruit Job Seekers

Many recruiters cast a wide net, working with candidates looking for a job. That’s not me. I focus on recruiting the absolute best talent—people who already have an excellent job, are well-paid and are not actively looking.

The best CTOs and VP Engineers don’t “change jobs”—they evaluate career-defining opportunities. They’re not scrolling job boards; they’re leading teams, scaling products, and solving complex engineering challenges. To recruit them, I need to think like them: understand their ambitions, what excites them, and what problems they want to solve next. They don’t respond to generic outreach or job board postings. They need to be sold on the right opportunity... and that's where I come in.

2. I Only Work with Companies That Can Afford Top Talent

I don’t waste time with companies unwilling to pay for A-players. I see compensation as an indicator of a company’s commitment to hiring and retaining top talent. If a company offers strong salaries, it likely means they already have high-caliber professionals on board.

For me, that makes the opportunity far easier to sell. The best candidates want to work alongside other A-players. They’re not just looking for a paycheck—they’re looking for an environment where they can grow, innovate, and work with peers who challenge and inspire them.

3. I Invest Extra Time in Deeply Understanding the Role

I think the biggest mistake most recruiters make is that they take a hiring manager’s job description, copy-paste it, and start recruiting. I saw it over and over again as I was training recruiters through the Tech Recruitment Academy e-learning program.

Instead, I put the JD away and kick off each search with a blank sheet of paper. I run an in-depth intake session with the hiring manager to answer three critical questions:

  • How do we sell this opportunity to the right candidate?
  • Who is this opportunity a dream job for?
  • Where do we find these candidates?
  • What is most important for the hiring manager?
  • When multiple candidates meet the technical bar, what truly differentiates the one who gets hired?
  • Who will the candidate work with? How big is the team? Why do they like working in the company?
  • ...and a lot more!

By deeply understanding the role and company, I position the opportunity in a way that resonates with high-caliber candidates.

4. I Position and "Sell" Opportunities to Attract the Best

The best candidates don’t apply to job boards. They don’t need to. They have great jobs, are paid well, and are only open to new roles if something truly exceptional comes along. That’s where I come in.

My approach isn’t about sending a couple of outbound messages and hoping for the best. I take a proactive, sales-driven approach:

  • I create compelling recruitment materials that highlight why this opportunity is unique.
  • I reach out across multiple channels and follow up relentlessly.
  • I leverage my network to get warm introductions and referrals.

Recruiting isn’t just sourcing—it’s selling. Closing top talent requires a well-crafted pitch, persistence, and a deep understanding of what truly motivates the best candidates.

5. Job Boards Don’t Work for Tech Leadership Roles

Many recruiters still rely on job boards for leadership hires, but that’s a losing strategy. The candidates I recruit don’t scroll job listings; they’re focused on delivering results in their current roles.

Instead, I take an executive search approach:

  • I identify and engage with high-performing tech leaders before they even think about making a move.
  • I position opportunities in a way that aligns with their long-term career ambitions.
  • I cultivate relationships with top candidates over time, so when the right opportunity arises, they trust me to bring them something worth considering.

Final Thoughts

Great recruiting isn’t about pushing résumés. It’s about identifying the best, selling them on the right opportunity, and closing the deal. That’s what I do, and that’s why I focus on the top 1% in technology and tech leadership.

I partner with companies that are serious about hiring the best—those willing to invest in world-class tech leadership. If you need a transformational hire and are ready to compete for top-tier talent, let’s talk. Send me a message on LinkedIn with the role you're hiring for.