For the founder who is the bottleneck on every hire
iHealD · Healthtech, US members served from India
One founder, four unrelated disciplines, one hiring function that covered all of them.
- Sector
- Healthtech, US members
- Engagement
- 20 roles, since February 2025
- Range
- Sales, clinical, AI, marketing
- Fastest join
- 21 days, from 2 profiles
The situation
iHealD is a founder-led healthtech serving members in the US from a team in India. Growth meant hiring across completely different disciplines at once, and in a young company the founder was the common thread on every search. That is the trap: the person best placed to build the business is the one stuck running four unrelated hiring processes.
The problem
The roles had nothing in common except difficulty. A nutritionist who understood American food habits and carried real empathy and gravitas, a rare combination. A mid-senior AI and ML engineer who could own the whole conversational-AI and RAG segment with no bandwidth to be mentored. A business development representative. A performance marketer with US direct-to-consumer exposure. No single hiring playbook covers that range, and the founder could not personally run all of it and still lead the company.
The person best placed to build the business was the one stuck running four searches.
What the function did
- 01
Translated each role into its own bar
US food-habit fluency plus gravitas for the nutritionist. A segment owner who could arrive fully formed for the AI role. US direct-to-consumer exposure for the marketer. Each definition was specific to the discipline, not a generic template stretched to fit.
- 02
Ran a tight, aligned shortlist per role
Because each bar was real, each shortlist was short. The BDR role closed from a two-profile shortlist. The founder reviewed people worth reviewing, not a pile.
- 03
Took the founder out of the funnel
The reading, screening, and filtering happened inside the function. The founder entered only at the decision, where a founder actually adds value.
The results
What it was worth
- One relationship covered sales, clinical, AI, and marketing hiring. The founder stopped running four searches and got back to building.
- Hiring quality held across wildly different disciplines, so the range never became an excuse for a weak hire.
- A young company got senior-grade hiring rigor without building a senior TA team to get it.
You have helped us hire great people, they are doing so well.
For a company like yours
If your open roles have nothing in common and you are the bottleneck on all of them, the win is one function that covers the whole range, so you stop being the recruiter for your own company.