Alexi Raymond

The Military of Recruitment

Her first stop was Aerotek, the Allegis staffing company, and she describes that chapter with affection and no illusions. She refers to the agency world, affectionately, as the military of recruitment. It is where the fundamentals get drilled in: traditional Boolean searches, volume, follow through, and the discipline to keep working the phones. She saw a lot of success there. She also saw its limits.

What pulled her in house was the candidate. In agency work, she says, you are doing many different things at once, and the experience is not truly built around the person on the other end of the line. So she moved internal, and the move paid off quickly. A promotion became her first management role, leading hiring across B2B sales: SDRs, BDRs, account executives, VPs of sales, and recruiters.

Then Shopify came knocking. Who says no to Shopify, she asks, and the question answers itself. The value of that stretch was less about any single requisition than about calibration. She got to see how a well oiled machine really works, what mature process looks like at scale, and what a genuinely resourced talent function can accomplish. A cybersecurity company followed. By then she had collected the two reference points most talent leaders never get side by side: the grind of the agency and the machinery of a category defining tech brand.

Rebuilding a Function From the Inside

At PAR Technology, Raymond did the thing that separates operators from executors. She arrived as a contractor and, before changing anything, she listened. She wanted to understand why the company was doing things the way it was doing them, a discipline that is easy to describe and rare to practice when a new recruiter shows up with opinions and a mandate.

What followed was a full rebuild of the talent acquisition practice from start to finish. She ran RFPs, including a background check RFP, and reset the process end to end. She implemented AI across the TA workflow rather than bolting it onto the edges. And she hired what she describes as some really great recruiters, which is its own quiet measure of a talent leader: the ability to run the process on herself and get it right.

It is worth noting the scale at which much of this happened. For long stretches of her career, she says, it is usually just her by herself. The rebuilds, the vendor evaluations, the process design, the hiring of the team that would carry it forward: much of that has been done as a function of one, which makes the throughput more impressive, not less.

From Tactical to Strategic

Ask Raymond what is actually reshaping talent acquisition and she does not lead with tools. She leads with posture. The most important shift, she argues, is TA moving "away from being a tactical practice to being more of a strategic lens," which means genuinely advising stakeholders on the profiles they are hiring rather than simply filling what lands in the queue.

She was early to the tooling. Raymond began using AI back in 2022 to build structured hiring guides, at a point when the alternative was digging through a question bank. The gain was not only speed. It was definition. Generating those guides let her articulate the repeatable skill set a role actually required, which sharpened how talent was defined before anyone ever met a candidate. Her position on this is unambiguous: there is no excuse now for skipping standardized hiring best practice.

She sees the same forces reshaping roles further down the org chart, and she sees it as an upgrade. With the right AI tools, she says, recruitment coordinators are turning into recruitment ops. The work becomes understanding data and telling a story with it: recruitment funnels, conversion rates, quality of hire, and vacancy to start, which she singles out as a particularly powerful metric.

Her clearest illustration of the strategic lens is a sales hire. Rather than accepting a requisition and running it, she will look at the KPI funnels of the company's best salesperson, then work with the hiring leader to mirror those signals inside the evaluation process so the profile can be replicated deliberately. Telling a stakeholder that a role has been filled is the old job. Designing a process that hires that caliber of talent over and over again is the new one. And she is direct that the payoff is not only efficiency. Used well, she says, these tools produce a more fair process.