Trava is built for people who care deeply about their work and want the autonomy to show what they’re capable of. We operate with high trust and low ego. If you see a better way to do something, you're expected to speak up. If you can make the case for it, you may very well change the direction we're headed. We look for people who aren't afraid to make a case for an idea while also recognizing when they've been heard, getting behind the decision, and moving forward together.
We move quickly and are still building many of our systems as we grow, so ambiguity comes with the territory. But autonomy here never means being left on your own. We have a remarkably supportive team that steps in when someone needs help, learns openly when something doesn’t go as planned, and genuinely wants to see each other succeed.
It’s an environment where you’ll have the freedom to make a meaningful impact, help shape what we’re becoming, and have a team that has your back while you do it.
QUALIFICATIONS
We’re looking for someone who:
- Has strong judgment and is comfortable making recommendations when the answer isn’t obvious or available in a benchmark.
- Knows how to gather the right information, evaluate it in context, and form an independent point of view.
- Understands that two candidates for the same role may bring very different levels of value to the business.
- Is naturally persuasive and knows how to uncover what matters to someone rather than relying on the most obvious lever.
- Can navigate conversations where the interests of the candidate and the business don’t immediately align.
- Treats company resources as thoughtfully as they would their own and looks for outcomes that are genuinely good for both sides.
- Is resourceful, persistent, and willing to explore multiple paths before concluding that something can’t be done.
- Has the confidence to challenge leadership when their experience or the evidence tells them we should think differently.
RESPONSIBILITIES
- Own the full recruiting lifecycle, from role intake and sourcing strategy through interviews, offer development, negotiation, and close.
- Partner closely with department leaders to understand what they actually need from a hire, translating business needs into clear candidate profiles and search strategies.
- Build strong candidate pipelines through a mix of inbound recruiting, proactive sourcing, referrals, networking, and direct outreach.
- Identify and engage high-quality passive candidates who may not already be looking for their next opportunity.
- Evaluate candidates beyond their résumé, developing a strong understanding of their capabilities, motivations, potential, and fit for the role.
- Research compensation and talent-market conditions to help leadership make informed decisions about roles, candidates, and offers.
- Develop thoughtful offer strategies that balance candidate motivations, market realities, and the needs of the business.
- Lead candidate conversations throughout the process, building enough trust to understand what matters to each person and what it will take to earn their commitment.
- Partner with hiring leaders to create interview processes that surface meaningful differences between candidates rather than simply confirming baseline qualifications.
- Maintain a high bar for talent while keeping the hiring process efficient, organized, and respectful of the candidate experience.
- Bring leadership insights from the talent market—including when expectations, requirements, compensation, or hiring strategy may need to change.
- Take ownership of difficult searches and creatively explore new approaches when the obvious recruiting channels aren't producing the talent we need.