part zero. the recruiter.
The person who takes your brief is the person who runs the search. There is no account manager, no handover, no junior learning on your role. That is not a limitation I am apologising for. It is the entire point.
amsterdam, mmxxvi
the first file in the folder.
Every candidate I send arrives written up like this. It seemed only fair to start with my own.
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candidate file no. 001
role : founder, indays
Yagmur Yangoz
ten years inside hiring teams. GE Aviation, GE Healthcare, Icon.
on first read.
Ran technical and corporate hiring from the inside across EMEA and MENAT. Knows what a hiring manager means, not just what the advert says.
on second look.
Reads a CV for evidence, not vocabulary. Asks the second question. Says no early, and says why.
what she wants.
To hand founders back their evenings. And to prove a search can be fast without being careless.
10.
years inside hiring teams
4.
global organisations
2.
regions — emea and menat
the long way round.
Consultancy, then corporate HR, then technical hiring at scale. Every step taught the same lesson from a different angle: the work is in the judgement, not the paperwork.
2016 — 2017
Origo Consultancy
Where it started. Consultancy taught the first useful habit: listen to what a client actually needs, not what they first ask for.
2017 — 2018
Koç Holding
HR Responsible at one of Turkey's largest groups. Hiring at scale, across wildly different businesses. The first taste of how much a single good hire changes a team.
2019 — 2021
General Electric — GE Aviation
Technical talent acquisition inside a global engineering organisation, where the standard for a hire is set by the cost of getting it wrong. Software, data, cloud.
2021 — 2022
General Electric — GE Healthcare
Same discipline, a regulated world. Hiring engineers for products where the deadline is real and the review is unforgiving.
2022 — 2025
Icon PLC
Full-cycle hiring across EMEA and MENAT. Ten years in, the pattern was impossible to unsee: the companies with the hardest hiring problem had the least access to the craft.
2026 — now
InDays
The third option. Everything learned on the inside, rebuilt for the companies that were never able to afford it.
how i work.
i.
I show the work.
Where each person came from, what was checked, why they made the list. No black box, because the box was never the valuable part.
ii.
I say the hard thing first.
If the salary is under the market, or the role as written will not attract the person you actually want, you hear it on the first call. Not six weeks later.
iii.
I send fewer names.
A list you still have to filter is not a shortlist. If only three people are genuinely right, you get three, and the reasoning for each.
Tell me the role.
I'll tell you what it really takes.
Yagmur Yangoz
founder, indays — amsterdam
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