The End of "Recruiting"

This is not a hot take.
It’s something we observed.

We started in recruiting.
We worked with some small companies.
We helped them hire.

We built systems.
We removed friction wherever we could.

And it worked.

Hiring became faster.
Costs went down.
Outcomes improved.

But something felt wrong.

Every improvement required explanation.
Every rollout required persuasion.

That’s when a bigger pattern became obvious.

Recruiting was fighting human behavior.

People don’t want static roles anymore.
They want movement.
They want freedom.
They want upside.
They want challenge.
They want to choose what they work on — and when to move on.

Recruiting tries to freeze people in place.
It turns work into long-term promises
in a world that is moving faster every year.

That tension is why recruiting feels broken.

Not because it’s inefficient.
But because it’s built for a past version of work.

Work is becoming fluid.
Opportunity is becoming dynamic.
People are optimizing for optionality, not stability.

The future of work is not better recruiting.

It’s a labor market.

A market where work is clearly defined.
Where outcomes are verified.
Where completion is final.

Where people choose work like opportunities —
not like lifetime commitments.

This is where we stopped.

We stopped scaling the recruiting business.
We stopped optimizing a layer that was becoming obsolete.

Instead, we started building what the new behavior actually needs.

Infrastructure for work that moves.
Systems that allow people to enter, execute, and exit cleanly.

Not another marketplace.
Not another platform.

A protocol.

In the future, people won’t apply.
They’ll participate.

Companies won’t hire for roles.
They’ll define outcomes.

Recruiting won’t be disrupted.
It will fade out — quietly.