Head of Talent Acquisition

About the role

This position is with Manifest Global , which also includes trailblazer brands such as Cialfo, Explore, BridgeU, and Kaaiser. What This Role Is Manifest Global is building the infrastructure for global human capital mobility. The irony is not lost on anyone internally: a company whose mission is to connect talent to opportunity across borders needs to be exceptionally good at finding, attracting, and closing the right people itself. Right now, that function is not yet what it needs to be. The hiring infrastructure exists. Greenhouse is live. Recruiters are in place across regions. Roles are being filled. But the function operates reactively - responding to requisitions rather than shaping teams, filling seats rather than building toward a hiring strategy that is six months ahead of the business. The pipelines for critical roles are thin. The employer brand is inconsistent across brands and geographies. Hiring manager confidence in the TA function is not where it should be. That is what this role exists to change. The Head of Talent Acquisition owns how Manifest hires - across all four brands, across Singapore, Delhi, London, and beyond - and is accountable for building a function that the business genuinely relies on. Not a support function that processes requisitions. A strategic capability that helps leadership make better decisions about their teams, moves fast on critical hires, and raises the quality of every person who joins the group. This is one of the highest-leverage roles in the business. Rohan's view is explicit: talent is the number one operating lever at Manifest. The person who builds the hiring engine that delivers on that belief will have shaped every other function in the group. What Makes This Role Different Most TA leadership roles are either operational - run the process, hit the numbers, manage the team - or strategic - sit in leadership meetings, advise on org design, produce frameworks. This one has to be both, and it has to be both simultaneously. Manifest is a house of brands. Cialfo, BridgeU, Explore, and Kaaiser each have different talent markets, different hiring volumes, different seniority profiles, and different employer brand positions. Building a TA function that works across all four - without collapsing their distinctiveness into a generic group hiring process - requires someone who thinks in systems and executes in specifics. It also requires someone who is comfortable being the person who raises the bar. The Head of TA at Manifest is not the person who makes hiring easier by lowering the standard when the pressure is on. They are the person who makes the case for the right hire even when the business wants to move fast. That is a harder role to play. It is also the one that makes the difference. What You Own The global hiring engine across all four brands Own hiring strategy across Manifest Global - all brands, all regions, all seniority levels - and ensure the function is operating ahead of business need, not reacting to it Drive workforce planning in genuine partnership with leadership: translate business priorities into hiring strategy, shape team structures before they become urgent, and give leaders a view of their talent pipeline that is forward-looking rather than backward-reporting Build the pipelines for critical and hard-to-fill roles before they are open - so that when the business needs a Head of Engineering or a Senior Director of K12, there is already a shortlist The standard for what great looks like Define what exceptional looks like across different role types, seniority levels, and brands - and build the frameworks that make that standard consistent: structured interviews, scorecards, calibration processes, hiring manager enablement Own quality of hire as a metric that the business tracks and trusts - not just time-to-fill, but whether the people joining Manifest are the people who should be joining Manifest Be the person who challenges a hire when the evidence doesn't support it, and who builds the credibility with hiring managers to have that conversation productively The TA team Lead, develop, and hold accountable a team of recruiters and sourcers across regions - set clear performance expectations, build a culture of ownership, and create a function that operates as a business partner rather than a processing unit Develop each person on the team with intention - they should be better recruiters and better strategic partners at the end of working for you than they were at the start Build the TA team's reputation internally so that hiring managers want to partner with them, not route around them Data, metrics, and visibility Own the hiring metrics that matter: time-to-hire, quality of hire, pipeline conversion rates, offer acceptance, hiring manager satisfaction - and build the dashboards that give leadership real visibility into what is happening and why Identify bottlenecks systematically and fix them at the root - not by

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