November 5, 2024
Chris Gannon
Founder | Captivate Talent
In this edition of HR Connect, we’re excited to feature Chris Gannon, founder of Captivate Talent. With a background in recruitment and a focus on supporting early-stage B2B tech startups, Chris shares insights on fostering a supportive work culture, adapting to evolving workplace trends, and aligning talent strategies with today’s unique market demands.
Join us as Chris discusses his journey, offers advice for startup leaders, and explores the value of transparency in building a cohesive, motivated team.
Can you introduce yourself and share your journey from starting in recruitment to founding Captivate Talent?
I started my career in recruitment back in 2006, working for a large agency. It was an intense, fast-paced learning environment that taught me a lot right out of school. After seven years and a few promotions, I realized it was time for a new challenge, so I took my first in-house position as Head of Talent at a Series B startup. When I joined, they didn’t have a dedicated recruiting team—just one person who was handling a mix of HR, recruiting, and administrative tasks. I was employee number 68, and by the time I left, we had grown to 220. Scaling a company like that from the ground up and building an in-house recruiting function taught me the importance of hiring strategically. At our peak, we were hiring about 25 to 30 salespeople a month, which was incredibly high-paced and taught me the reality of balancing growth with sustainability.
Eventually, one of my former clients approached me with an opportunity to run global talent acquisition at an HR tech company that was expanding into the U.S. That experience gave me a broader perspective on talent acquisition—overseeing hiring teams in different regions and navigating international growth. After some time in that role, I moved back home and started working on a business plan that led me to found Captivate Talent. We specialize in recruitment for early-stage B2B tech companies, typically in their seed to Series C stages. We focus exclusively on go-to-market roles like sales, marketing, customer success, and revenue operations. This niche allows us to support startups at a crucial point in their growth by helping them find talent who will drive revenue and bring valuable skills to their teams.
Captivate Talent has a unique focus on early-stage B2B tech startups in the go-to-market space. How did you decide to specialize in this niche, and what needs do you see among startups in these areas?
Working in startups, I noticed a recurring pattern: many founders, especially those with technical backgrounds, struggled with hiring for go-to-market roles. They knew what to look for in engineers or product specialists but often found sales and marketing roles challenging to fill. Many of these founders are ex-engineers or product-focused leaders, so they might not have a clear understanding of what makes a strong salesperson or marketer. I found that all salespeople are good at one thing—selling themselves—which can make it tough for technical founders to identify who’s a genuinely good fit and who’s just great at the interview process.
This was where we saw an opportunity to add real value. By focusing on go-to-market roles, we help founders sift through the noise and identify the right candidates who align with their goals. We’ve developed a consultative approach where we guide founders in understanding what a successful sales or marketing hire should look like. Our niche focus allows us to support startups at a pivotal point, helping them build effective teams that can scale as the company grows. It’s rewarding to bring this clarity and direction to founders who are passionate about their products but need help on the go-to-market side.
For smaller teams, creating a positive work culture can be challenging. What’s your approach to fostering autonomy and flexibility while keeping the team engaged?
I believe that people value autonomy and want to feel empowered to complete their work in the way that suits them best. Our company is primarily remote, with some hybrid roles where team members come in occasionally. Many of our employees have families, side projects, or external commitments, so we’ve built a culture that respects their need for flexibility. The goal is to create an environment where work doesn’t feel like an added burden but rather something they’re excited and motivated to do.
In a smaller company, it’s crucial to create a culture that supports people without adding stress. We aim to foster a positive atmosphere, so even when the job itself is challenging, our culture doesn’t add to that pressure. We believe that when employees feel trusted and supported, they’re more productive and engaged. We don’t want anyone to feel like they’re under a microscope or micromanaged. Instead, we trust them to take ownership of their work and make decisions. This trust and autonomy are foundational to our approach, and it’s something we prioritize to keep the team motivated and invested in our shared goals.
The job market’s expectations around remote and hybrid work continue to evolve. How do you see companies navigating the balance between in-office and remote work models?
There’s definitely a shift happening. We’re seeing some companies encouraging people back to the office for various reasons—whether it’s productivity concerns or wanting to make use of expensive real estate. But it’s also about following the lead of larger companies that are setting the tone. Many big tech companies and banks, for example, have started to analyze productivity and adjust their policies based on what they’re seeing. For some, this has led to decisions to scale back remote work or bring people back into a hybrid model.
Both models have their benefits. Remote work offers flexibility, especially for experienced professionals who are able to manage their work independently. However, I think there’s a potential downside for younger professionals who are just starting their careers.
When I look back on my own early career, building relationships in the office was essential. Sitting next to colleagues, going to lunch, and working through challenges together really helped me grow my network and develop my skills. For employees earlier in their career, being physically present provides those intangible learning experiences that can’t always be replicated through virtual meetings. In the end, it’s about finding the right balance that works for both the company and its employees.
In your opinion, how does transparency around side projects and personal commitments contribute to the team’s overall work environment and productivity?
Transparency is incredibly important. When team members feel comfortable sharing their side projects or personal commitments, it builds a culture of trust. It’s about mutual respect—trusting that they’ll get their work done and respecting their autonomy to manage their time. At the same time, I think side projects can bring fresh perspectives and even skills that benefit the team. When someone’s pursuing something outside of work, it often adds to their creativity or expertise, which can positively impact our work.
But there’s a balance to maintain. It’s important that side projects complement, rather than compete with, their primary responsibilities. By being transparent, both sides know where each other stands, which creates a supportive environment. It’s not about restricting people or questioning their commitment but about fostering an environment where they feel valued and trusted. When transparency and respect are in place, it ultimately strengthens the team’s productivity and cohesion.
What advice would you give to other HR and recruiting leaders in adapting to today’s rapidly changing workforce landscape?
Adaptability is key. Today’s workforce is incredibly diverse, and people’s expectations are constantly evolving. The traditional one-size-fits-all approach just doesn’t work anymore. My advice would be to really listen to your team—understand what they need, what motivates them, and what they’re looking for in their roles. Building a culture where people feel supported, valued, and understood is crucial. Leaders need to stay informed about changing market trends and be ready to adjust their strategies as needs evolve.
I’d also emphasize the importance of recognizing each team member’s unique contributions. When people feel seen and appreciated for what they bring to the table, it creates a resilient and engaged team. It’s about creating a culture that’s flexible and responsive, one that can adapt as the workforce and industry continue to change. This not only benefits the organization but also ensures that employees feel fulfilled and committed to the team’s shared goals.
We’d like to thank Chris for sharing his journey and insights with us. His approach to recruitment, rooted in transparency and understanding early-stage startups, shows how building strong teams goes beyond just filling roles—it’s about creating alignment between talent, purpose, and culture.
If you’re interested in sharing your story and becoming part of our HR Connect series, please reach out to us at info@focusimagepro.com.
Dilara Cossette
Founder
Dilara Cossette is the founder of Focus Image Pro, a boutique demand generation agency specializing in helping HR tech companies accelerate growth. With extensive experience in the industry, she partners with marketing leaders to craft strategies that drive demand, boost pipeline, and elevate brand presence. Dilara is passionate about fostering meaningful connections and sharing insights from HR tech innovators through the HR Connect interview series.
