Qoyod
Leading TA across Egypt, Saudi Arabia, and Jordan.
Currently managing 2 TA Partners and leading end-to-end hiring for Tech, Product, GTM, and Executive roles at a Saudi SaaS scale-up.
Talent Acquisition Lead ยท Cairo, Egypt
I build the hiring system around technical teams.
I lead Talent Acquisition for growing technology companies where the problem is rarely just candidate volume.
The work is role clarity, stakeholder ownership, calibrated assessment, measurable flow, and just enough automation to give the team its time back.
- 24+ hrs
- Team capacity returned each week through TA infrastructure and automation.
- 30%
- Manual sourcing reduction on niche Engineering roles using AI workflows.
- 7+ yrs
- Technical, GTM, and executive hiring across MENA and the GCC.
01 / Evidence
Useful in the places where hiring breaks quietly.
My strongest work sits between recruiting delivery and operating design: turning scattered hiring effort into a system a technical organization can actually run.
VMware
Improved hiring outcomes through process and calibration.
Reduced time-to-fill by 25%, increased quality of hire by 15%, and helped lift offer acceptance through a more structured selection process.
VOIS
Delivered high-volume technical hiring without losing the signal.
Filled roughly 30 roles monthly for Technology Shared Services while reducing time-to-fill by 25%.
Core work sample
Senior/Staff Backend Engineer talent market map.
A live case study in incumbent calibration, evidence-graded market mapping, sourcing judgment, and an Ashby-ready operating system.
02 / Systems
The work behind the hires is usually the work that compounds.
I like the parts of TA that become invisible when they are done well: cleaner role definitions, fewer idle handoffs, sharper assessment, better manager behavior, and a process that shows where time is really being lost.
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Role clarity
Gap analysis across Engineering and Product roles, turning fuzzy titles into clearer hiring and performance-review inputs.
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Stakeholder ownership
RASCI-style working models so hiring managers, interviewers, TA, and leadership know where each decision belongs.
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Hiring flow
Business process mapping for recruitment, onboarding, internal transfer, and other recurring people workflows.
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Automation with judgment
AI sourcing and scheduling workflows that reduce manual load without pretending hiring can be fully outsourced to tooling.
03 / Operating range
I am most useful when the role is bigger than filling open seats.
Technical and product hiring where leveling, scope, and compensation have to be calibrated before sourcing scales.
TA teams that need better visibility into active work, queue time, bottlenecks, and recruiter capacity.
Leadership teams that want hiring managers to own the right parts of the process instead of treating TA as a handoff function.
04 / Conversation starters
A few useful things to ask me about.
- How I would diagnose your current hiring process before changing it.
- Where AI sourcing helps, and where it quietly makes quality worse.
- What Engineering and Product role clarity should look like before requisitions open.
- How I think about TA team capacity, queue time, and hiring-manager behavior.
Full-time TA Lead / Head of TA roles