Welcome to the MedTech Talent Lab, the number
one catalyst for advancing careers and building
high -performance teams. Sponsored by the Anthony
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talent in regulatory affairs, quality, clinical,
engineering, R &D, and other areas for medical
device, digital health, diagnostics, and other
organizations across the US life sciences sector.
Here's your host, Mitch Robbins. All right, welcome
back to another episode here on the medtech talent
lab podcast. I'm your host, Mitch Robbins, the
founder. and managing director here at the Anthony
Michael Group, building companies and careers
across the industry. Today, I have the pleasure
of sitting down with Miss Erica Logan. Erica
is the director of talent acquisition at SQL
MedTech. Now, before we get into SQL MedTech
and Erica's background, just real quick, she's
been in the staffing and recruiting business
since 2006, which was shortly after she came
out of school in 2004. And I'm anxious to learn
more about how she got into this crazy business
that we call recruiting. But she's held positions
in corporate recruiting leadership with companies
like Varicell and Paratherapeutics before joining
SQL MedTech in 2023. She's worked on the dark
side, as we like to say sometimes, or as talent
acquisition leaders say, in the third party side
with a staffing firm as well. But for those unfamiliar
with SQL MedTech, SQL MedTech is developing the
next generation of transformative drug delivery
advancements in the diabetes space. The company's
twist AID system will replace the burden of daily
injections with automated, accurate delivery
of insulin to help improve blood sugar control.
So without further ado, Erica, welcome to the
show. Thanks, Mitch. Thanks for having me. You
got it. I am excited for you to be here and we're
going to dig into a variety of talent topics
today. But you got to help me here because I
always joke and say nobody comes out of school
saying they're going to be in recruiting just
like a lot of the roles for that matter in med
tech, but tell us if you would. You came out
of school roughly around 2004. You got into staff.
You're recruiting 2006. Is that right? Yes. Yes,
that's right. And you're exactly right. I didn't
exactly go to college to become a recruiter.
It wasn't a role I knew about after graduating.
I actually went to college with the thought that
I was going to go to law school after and then
become a lawyer. But then I interned at a couple
of different law offices during the summers.
And I'm so glad I did because it showed me that
what it's really like to be a lawyer is nothing
like it is on Ally McBeal, which is what I thought
going into college. It's not quite as glamorous.
And I just couldn't really see myself doing that
long term. So then when I graduated in 2004 with
an art history degree, there weren't a ton of
opportunities out there. Um, so I, I actually
moved from Cleveland, um, to Boston, uh, where
I had some friends from college, uh, and I just
started temping, um, because I, you know, just
to get my foot in the door somewhere. So that's
where I learned about, um, just the existence
of staffing agencies and what they did. Um, and
then how I got into staffing myself was it was
through college sort of, so. I went to my friend's
bachelorette party and her younger sister was
there. So we were hanging out and she actually
worked at Aerotech, a staffing agency. And she
and I just hit it off. And by the end of the
night, she was trying to recruit me to come work
at Aerotech. And she just made it sound like
a lot of fun that, you know, you just talk with
people and help them get jobs. And that that
sounded good to me. So she got me an interview
and The rest is history. So quotations around
just talk with people and help them get a job,
right? It's just that support. Yeah. I kind of
got chills when you were telling your story because
I have a very similar story. So I got into recruiting
in 2009. But right around that time, I was thinking
about going to law school and I found a program.
I actually got into the program. It was a joint
JD MBA program. And before I decided to go through
all the trials and tribulations of studying again
and paying for law school. I thought, man, I
think I want to at least see if I could vet this
out and decide if this is really what I want
to do. And so I went into a staffing agency to
try and get a clerkship in a law office, which
I didn't. But when I was there, I said, hey,
you know, my mom always said she thought I'd
be a good recruiter. But in that case, she was
thinking of campus recruiting. She didn't know
what recruiting was. And I said to the lady who
was helping me at the time, I said, what do you
guys do? Like, can you tell me more? And she
kept my information and lo and behold, you know,
there's more to the story, but I ended up coming
to work for them about six months later. She
called me back and the rest is history. But that's
so funny because I was thinking about going to
law school at the same time too. Yeah, both are
kind of the path for people who not sure what
they want to do, but they really like talking.
That's awesome. So fast forward, you were in
the third party world for a while. How did you
end up leaving a third party agency to come and
do corporate recruiting? So I sort of had a step
in between. So I was at Aerotech from 2006 to
2010. Obviously, during that time, there was
a recession and just a lot of changes at the
company. And it was just becoming more and more
difficult to get placements. it just really felt
like my time there was coming to an end. So I
actually saw a posting on monster .com for a
role at Pro Unlimited, which is like a vendor
management solutions company. So they are onsite
at big companies and manage their contingent
workforce program. So I thought that would be
a great way to kind of get my foot in the door
on the corporate side and really start to learn
about how things work. on that side while still
being able to use all the skills that I had learned
in the staffing world. So that ended up being
a great fit for me, too. My first stint with
them was at National Grid, managing the contingent
workers there. And then I quickly got an opportunity
to go work on site at Novartis. which was really
exciting for me because when I was at Aerotech,
my focus in staffing was mostly in clinical research
and scientific staffing. So being able to get
back to that was a lot of fun. And then I got
the opportunity to manage my own account at Cubist
Pharmaceuticals. And so I did that for about
a year and a half. And then at Cubist, things
were slowing down as well. What I didn't know
at the time was that Cubist was in the process
of being sold to Merck. Obviously, they weren't
doing as much hiring, so I was just trying to
put my feelers out there and figure out what
I could do next. I happened to have lunch with
one of my friends from Aerotech just to check
in and see how things were going. if she knew
about anything, maybe she had heard about from
one of her clients or something. And so she went
back to the office that day, talked about what
I was looking for with her team. And someone
on her team actually just had come from another
meeting that morning saying, hey, actually, one
of my clients is Astrum Biosciences at the time
who later became Varicell. They used to be part
of Genzyme and then Genzyme was sold to Sanofi
and then a couple years later Sanofi divested
this division of the company so they became their
own freestanding organization and so all of their
HR department was actually in Michigan and they
didn't have anybody on site in the Cambridge
area so Just a sort of a right place at the right
time situation I went in and interviewed with
their manager and and that's how I made the move
into That's hilarious. So your friend Because
you so you worked at aerotech made some friends
and they ended up placing you. Yeah, that's awesome.
That's awesome So TA has so many facets to it
right you guys are hounded by all walks of life
internally externally And you have had the opportunity
to be part of now at least three corporate entities
all at different places along the life cycle
of kind of building the team because there's
startup, there's rapid scale, there's kind of
peak employee count, but kind of managing retention
and managing the turnover that you do have. What
do you think's been the most challenging? If
you look across, you know, what you're doing
right now compared to what you've done in the
past, what do you think's been most challenging
as a TA leader? Oh, wow. I mean, there's certainly
challenges at every organization. When I first
started at Veracel, you know, that was a small
unit of a very, very large company that all of
a sudden just became their own freestanding company.
So they were used to having corporate resources.
They never met their recruiters. They were in
an office in New Jersey. Every process that they
had to follow was the corporate process, and
those didn't necessarily translate to the needs
of this very small niche organization. So coming
in there, they had processes set up, but they
weren't really working for them. it was an opportunity
to work with a lot of the big departments that
did a lot of hiring to ask what was working for
you, what wasn't, and let's design a process
that will work for us where we are now. So it
was a bit of a challenge trying to figure out
what things do we want to keep and what things
do we need to keep from just a FDA regulation
perspective and what do we want to design? from
scratch to best suit the needs for, you know,
this group. So that was the first time I really
had an opportunity to design a process from scratch
in a collaborative way like that. And it was
really something that definitely has served me
now as I'm coming on board at SQL, where, you
know, we just started this company 18 months
ago, I was the first HR person at all. So, you
know, we really didn't have anything at all.
So just going through that situation really helped
me with where I am today. And I got to imagine
being the first person, especially from a talent
perspective, there's so many things that you
have to balance at the same time. And it's like,
what tools should we use? How do we get candidates
on board? How do I rein in hiring managers? They've
got umpteen hats that they're wearing right now,
but they've got to make time to interview these
people. Talk through that, if you would. What
have you done? For those who are listening right
now who maybe are either aspiring to be able
to build something from scratch one day, or they're
currently in the process right now and they're
super overwhelmed, talk through maybe some of
the things that you've had to work through that
you have put in place that are helping. Sure.
Yeah. I was fortunate in the way that the company
is new and so really the most important thing
that people needed was more people. Um, you know,
I was coming from a place of, um, I don't want
to say power, but it was certainly a role that
was respected because it was still critical to
the organization. So, um, in that way, I, I think.
It can be different and different organizations
if your company has different priorities, but,
um, just because I was coming in. right at the
beginning where staffing was one of the most
important things that did make prioritizing it
a little bit easier. I also really thought hard
about what had worked for me at other companies
and what hadn't. And when you're in a startup
environment, I think what people like best about
it is you're able to move really quickly and
not have a lot of red tape. So I wanted to set
up a process that matched that vibe. while also
retaining the bits of red tape that are critical,
things like compliance and making sure we're
giving everybody an equitable opportunity to
come join the company, that we're doing compliant
background checks and not checking too many things,
things like that. So just being able to hone
in on what's most important and really waiting
out the rest so that we can bring people on quickly.
I think that is what allowed me to be successful
and for us to hire people really quickly. What
I like about what you said there is that you
talked about leaning on previous experience that
you've had in other companies to kind of help
you. But at the same time, you didn't try to
implement so many things that you thought would
be great quickly. You kind of looked at what
is the greatest need that we have right now.
The greatest need is throw everything out and
let's get some people on board. That's what makes
that's what we need right now. Process and Maybe
smoothing things out and having a little bit
more finesse to what we do will come. But right
now, let's be scrappy, just like a startup needs.
And you know what? The other thing too is, as
I think through the timeline, you actually did
as a talent person, you actually came on board
very quickly because most organizations kind
of use the founders and the core leadership team
at first to recruit some people and then bring
on a talent person. So they actually did something.
Probably to their to their credit really great
as far as being able to delegate that to you
Yes, and I do think that's exactly what happened.
So Alan Lottman is our CEO It's my understanding
that the very first person he hired was Beth
Kite who is our head of The whole commercial
team so both market access and sales And it just
so happened that she and I had just worked together
at pair therapeutic So she she knew me and then
you know Alan hired I think eight or nine of
the other, you know, VPs and executives through
his network. But then between Beth and Alan,
that was, they're like, well, that's, that's
everyone we know. So we need probably 100 more
people to get this show on the road. So, you
know, understandably, you know, at that early
stage, when I started talking to Beth about opportunities
at sequel. The company was literally founded
on June 1st and she and I started talking maybe
three weeks later. So it was very much the infant
stages. The company did not yet have a name,
let alone a website. We had a building where
the office probably was going to be. And so obviously,
you know, not a lot of known entities or anything.
It was very, very, very new. So we just talked
about like a part -time contract opportunity
and just hearing, you know, I did need a full
-time job ultimately, but just hearing about
the brilliant people who were starting this company
and just knowing you don't get opportunities
like this every day to come in. from the very
beginning and build the department exactly how
you want it. So I said, you know, I don't really
care what you call yourselves or how you want
to pay me. I'm on board. This is so cool. So
yeah, I did start as a part -time contractor,
but in our first month, you know, as we sort
of figured out how long things were going to
take and what was really needed. Um, Alan saw
that there, you know, this was a full time need.
And so he brought me on. Um, originally I was
brought on as director of HR. So, um, he, it
was a very casual conversation. It was very funny.
He's just said, Hey, you're doing a great job.
I'd love to bring you on full time. I think being
director of HR. So just like, if we have any
other HR stuff that needs to get done, you can
do that too. And I just said, okay. So, um, yeah.
And now it's transitioned though more to your
over talent specifically. Is that right? Okay,
but but cool cool opportunity though, because
I'm sure you did do some of the foundational
HR stuff that maybe you weren't exposed to as
much in your corporate recruiting roles prior.
Is that right? Yeah, that's for sure. So we did
have a PEO so they you know manage our benefits
and paywall but You know, I hadn't even really
done much with HRAS systems before. You know,
I had had some exposure, but this was my first
time really doing onboarding in those systems.
And then, you know, we actually had to go through
open enrollment in October of that year. So like
a month after I started, I was working with the
CEO and the PEO to select the benefits for our
benefits program. That was definitely not something.
I've done before. I selected our 401k vendor
and implemented a 401k. So yes, I definitely
got exposure and experiences that I had never
had before and I think are just very unique to
be able to do that. For sure. 100%. So I want
to steer our conversation to 2024 right now.
Here we are as the time of this recording. We're
almost in the middle of December and it's been
a crazy year employment -wise You know in our
space more layoffs than I've seen probably since
I've been in this space He a leaders bombarded
with applications all over the place and You
know LinkedIn is a funky thing in the sense that
you see these job postings and it says 300 applications
or whatever within a few minutes and then you
hear From the TA said no, that's not really true.
We're not getting that much or if we do they're
not all qualified So I want to talk about real
time Experience that you're you're having yourself
and then perhaps advice for those who are in
job seeking mode who listen to this back So first
and foremost, you've got a variety of postings
for jobs that you guys are working on, too Is
it like that in your world? Are you getting a
gazillion applications for each requisition that
you have open? Well, the short answer is no,
we're certainly not. So right now, the majority
of the postings that we have are for field roles.
So they're for a specific region. I think that
helps so people know that for this territory,
we're only hiring people from within 50 miles
of Duluth or wherever it is. So for those types
of roles, we're not getting bombarded at all.
I mean, we're getting a healthy number of applicants.
And I think LinkedIn is absolutely pushing our
jobs out to the exact right people because we're
getting applicants who are in the diabetes space
for the most part. Whenever we have an IT or
marketing role that says it's remote, yes, we're
getting absolutely bombarded with applications.
But I will say, for the time being, we're not
using AI to screen through resumes. For 90 %
of our roles, the hiring managers are going into
the rec and truly looking at every applicant.
And, you know, they have an understanding of
the industry and what we're looking for. So,
you know, they're making the decisions on who
we're speaking with. And then, you know, the
team is also doing, you know, external outreach.
So I would say, you know, if you see a role and
it's perfect for you, apply as soon as you possibly
can. and make sure your resume is tailored for
the role. For our company, since we're launching
in the diabetes space, for most of our roles,
we're firing that therapeutic area experience
or just making sure that your resume screams
that. I know that people a lot of times give
the advice that you should reach out to the hiring
manager or the recruiter on LinkedIn. I do think
that's a great idea, but If you're reaching out
to me through LinkedIn and telling me that you're
a perfect fit for the role and you don't meet
the minimum qualifications for the role, then
that is frustrating to me because you're just
not, you know, some roles there's qualifications
and we do. We're very deliberate when we're developing
our job descriptions to make sure we're not asking
for anything more than what we need. From the
beginning, I made a push so that we're not requiring
a college degree if it's really not a requirement
for the role. But if we are a regulated industry
and we are launching really quickly, so there
is some experience that you just need to have.
So I would say if you are a perfect fit for a
role and you really want to make sure the recruiter
sees your resume, it's great to reach out to
them through LinkedIn. Make sure you apply to
the job first, because again, you know, a lot
of times we can only consider people who have
applied for, you know, lots of different compliance
reasons. And then if you can put in that blurb,
what makes you a great fit in one or two sentences,
those are the messages I pay attention to. And
those are the messages that I forward through
to the hiring manager. Thank you. I'm glad to
hear, you know, from the horse's mouth kind of
what goes through your mind, what you're looking
for, what you see. And one of the biggest frustrations
I have too is people complain about not finding
work or not getting callbacks or not getting
any response. But you also got to be careful
as to what you're applying to. I can't tell you
the amount of people that reach out to me and
say, Hey, I saw this position that you made a
LinkedIn post about. I'm blah, blah, blah. It's
like has nothing to do it. So why would you spend
my time talking to you when you didn't have a
courtesy that the respect, I guess upfront to
realize like This is not even my wheelhouse.
So why don't you focus on what you do best and
add as much values you possibly can within that
space? So I love that. What did you mention AI?
Hey, we're not using AI right now. AI is coming
for all of us. And I think in a way in a good,
you know, it's scary because the rate that it's
evolving is unbelievable. And I always say, do
I think it's going to replace tasks and perhaps
responsibilities? Yes. But do I think it's going
to create alternative jobs? and have people who
can harness the power of AI be well off? Absolutely.
So what's your perspective as to what's going
on with AI in our space in talent acquisition?
Yeah, and thanks for giving me an opportunity
to clarify what I just said. So I'm not using,
and my team is not using AI to screen candidates
out, but do we use AI for other things? Absolutely.
Like if you're not using ChatGPT to write your...
job descriptions, I don't know what you're doing
with your life because it's, I mean, that is
a great use of your time. We're also looking
at a couple of AI tools to use as, you know,
note taking during our conversations with candidates.
So I think there's there's certainly opportunities
to use AI, like you said, to make our jobs easier
so that we can focus on the human aspects of
our job. I think the most important thing that
a recruiter can do is have that initial conversation
with the candidate. Not only to figure out if
the candidate is a good fit for the role, but
the part that people don't talk about as much
is how much we're selling the role to the candidate
and making connections in the conversation to
help the candidate see how their experience makes
them a good fit for the role and what they're
looking for in a company is what you'll find
here. AI can't do that. And people do really
want that human connection. They want to talk
to somebody who's so excited and so passionate
about where they work and what they do and can
really see in you what makes you tick and how
that would really be fostered and enhanced at
your new company. I almost want to go like this
because it's true. I mean, it's true. the power
of the human connection, but the goal that you
just shared is that it's a two -way street, right?
There's got to be a value proposition to an organization
as to why somebody should stop dead in their
tracks and see this as at least a no -brainer
to not only have an exploratory conversation,
but to hopefully learn more because what they've
heard is intriguing enough to realize, hey, doing
this same job here compared to down the street
is different. And I think it's, especially in
down markets, companies overlook that. But please
realize that if even in down markets, there's
still people who are gainfully employed, who
are not going to cover off the ball, who could
be a huge asset to your organization if they
came work for you versus elsewhere. And those
who are unemployed, their most important priority
is to land a job. So that means that you already
have competition because they're trying to interview
with as many companies as they can in this space.
So it's just as important. How do you, how do
you, and I'm not talking about necessarily SQL
MedTech, I'm talking about in the course of your
career. How do you convey the importance of that
piece to your hiring teams? Because I don't think
oftentimes they necessarily stop to realize or
understand that. Yeah, that's a good question.
I think it's really just as simple as talking
about that in my initial kickoff conversation.
I always have a scheduled... Wreck kickoff even
if it's a role that we've filled before or with
a hiring manager who has done a lot of hiring
Because you know to your point the market is
always changing and and they rely on us to tell
them You know what? It's really like out there
and and how they need to handle the search so
You know I think the phrase time kills all deals
is something that we use amongst our team and
not really with hiring managers. But that's the
basic message is that, you know, for the right
people, we are selling our company and the role
as much as they are selling themselves to us.
And so the candidate experience is really paramount
from the beginning to the end. And here's what's
going to make us successful. It's having a very
clear outline of what the interview process is
going to look like, having impeccable communication
with the candidate, and what I really try to
focus in on in that intro meeting is all the
decision points in the process and how are we
making those decisions and what's the time frame
for those who's in charge of that and who's driving
that because every little decision point is an
opportunity for a clog in the process and And
that's when candidates get frustrated and that's
when the hiring process loses steam. So just
making sure those things are all decided upfront
is really what has graced the wheels for me and
allows the hiring manager to understand that,
you know, what's really important in the process
and how we're going to get our goals met at the
end. Have you ever worked with a process where
the hiring manager or the hiring team for that
matter wanted you know, umpteen steps in the
process. They got to have an intake call and
then they got to do this test and then they got
to meet with the four of them. And then if they
meet with the four of them, then they got to
meet with so -and -so. Have you ever had that
where she's like, this doesn't make any sense?
Oh, yeah, of course. And, um, and, you know,
I, I advise and I explain, you know, why this
isn't going to work. Um, you know, ultimately,
um, I do sort of have a feeling that, you know,
it's their wreck and, um, they, They need to
be comfortable with the process. So I do advise
on best practices and I do sort of feel like
in a way if if we just Do their bad process and
they see that it's bad, then they'll be more
willing to fix it so Yeah, we've changed when
the pain is great enough, right? Yeah, yeah And
it's like, oh gosh, everyone's canceling their
interviews and we've had three people drop out
because then, then I have the data to show them
of, you know, what's happened and what's not
working. Um, so, you know, I don't, I don't like
to do it that way, but, um, that, that has, that
has happened. Yes. The more I host these episodes
with, with, especially on the TA side, the more
I want to preach just the importance of the talent
acquisition professional's responsibility. To
coach the hiring team because they were all once
candidates as well But just because they were
candidates and just because they have a hire
to make doesn't mean that their professional
hiring I don't know how to say basically the
professional hiring teams, right? They have a
they have a need which is to hire somebody but
the the way that they do it Doesn't necessarily
mean they've got you know a PhD in how to do
it And so I think for people who hire so many
people in the organization, it's it's your responsibility
to coach them in the best interest of themselves
and the organization and the candidate. And I
think having that trust in place and really building
it based on delivering results and backing yourself
up with data like you said is is paramount. I
totally agree. Yeah. And and to that point, too,
is, you know, folks who are doing a lot of hiring,
they have an outsized influence on the marketplace
and what people outside of the company think
about our company, especially at a new company
where most of the people who have heard of SQL
for the first six months that we were around
probably heard about the company because they
saw a job ad or they applied to a job here or
somebody they know got a job here. So that's
a huge responsibility that the TA team has. we
are really the stewards of our company's reputation.
And if all people know about our company is that
I have to talk to 18 different people to get
my foot in the door there. And I had no idea
what was going on half the time. Then everyone
just thinks we're disorganized and we don't know
what we're doing. And maybe this isn't going
to be such a successful company. But if you have
a tight process from the beginning and you the
candidate experiences what they were told they
were going to up front and we make decisions
quickly. That shows the candidate that, you know,
even if they don't get a job that we know what
we're doing and we're a company that operates
with, you know, integrity and standards. And
I don't think people really think about that
part of it. And that has come into some of my
coaching conversations is, you know, we don't
need this to be a perfect candidate experience
just to be nice and to hopefully hire the best
person. It's really important to do that so that
we're maintaining our good standing in, you know,
the broader atmosphere. I love that because I
always say people talking positively or people
talking negatively or people talking which one
do you want them to talk which direction you
want them to go right because they're going to
speak one way or the other depending on their
experience and I think that this can experience
thing it kind of gets on my nerves a little bit
because it can be almost a buzz phrase versus
like actually taking action about it like oh
we want a good candidate experience and very
similar to D and I honestly a few years ago even
and I say that with respect I think it's an important
topic, but it's a matter of Are we talking or
are we actually taking action to do some things
internally? So with that said, and this is probably
where we're going to wrap, I could tell that
you're very passionate about a canned experience
and that you are doing something about it. Is
there one or two pieces of advice that you can
give maybe to somebody who's listening right
now who's kind of cowering a little bit because
they know it's important, but they're frustrated
because they see what's happening in their own
organization? Give one or two pieces of advice
as to perhaps things that they can either implement
straight away or advice on how to have that conversation
internally? Yeah, that's a great question. So
if you're in a situation where it's a very fixed
process and you feel like you don't have a lot
of control over what you can change, what I would
most focus on is that initial candidate conversation
and really just setting the tone and making sure
the candidate understands what the process is.
Because even if the process is terrible, if they
know what to expect, that provides the candidate
a lot of comfort and security and will prevent
them from needing to check in a lot. And it's
just people just want to know what to expect.
So if you can set that up very clearly. with
how long is the process going to take, how many
steps are going to be, where there might be changes
in the process, how long in between steps they
can expect. That is a huge impact on the candidate
experience, and I think that's something that
everybody can do. If you have a little bit more
opportunity to take control of the process, The
very first thing I would change is looking at
your application process. It's like you said,
a lot of people are out of work and applying
for a lot of jobs and it's very stressful to
have to do that. And if you have to, if it takes
you half an hour to apply for a job on your website,
that makes people feel not only frustrated and
annoyed, but it makes it seem like, well, maybe
you just have a lot of red tape as an organization
and maybe this is how it's going to be to actually
work there. Is everything going to have a thousand
steps? And maybe I don't really want to do that.
So if you can just have a very straightforward
application process where you submit your resume,
you maybe answer two or three specifically relevant
questions. And then you can be on your way. And
if you can apply on your phone, you've already
set up a great candidate experience. I love that.
And I appreciate all the truth and just the kind
of realness from you today because like I said,
yeah, you hear it all over the, all you got to
do is go on LinkedIn. You see all these posts
about terrible candidate experiences from the
candidate side and then companies preaching about
how they care about candidates. So for you to
come here and give some real actual items and
speak truth from Your perspective from both sides.
I really appreciate that Thank you. Yeah, I mean
it's It's not rocket science. I think it's just
finding a way to treat people the way they want
to be treated and you know just finding a way
to make your experience reflect what it's really
like to work at the company and I do think that
is what's made me successful here at sequel is
you know, I'm not coming in with an agenda. I'm
just trying to put together an experience that
works really well for everybody. And I don't
think that that's necessarily the experience
that all hiring managers have had when they're
working with people in HR. So I appreciate you
saying that. Thank you. Well, listen, I appreciate
you being such a valued guest and the nuggets
of gold that you shared today. If it's cool with
you, on the show notes, we'll put a link to your
LinkedIn profile. as well as a link to SQL and
encourage anybody who's interested in learning
more to reach out. That would be great. Thank
you. I think we have about 150 openings on our
careers page right now. So, yes, we are hiring.
Please check us out. You heard it right there
from the horse's mouth, guys. SQL MedTech, Erica,
thank you so much for being here. I appreciate
it. It's been such a pleasure. Thanks, Mitch.
Thanks for listening to the MedTech Talent Lab
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