The SDR Hiring Recipe: How to attract & hire top outbound talent

Includes 20+ interview questions, scorecard, interview prep kits, etc.

Read time: 42 min

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Welcome to a new 🔒 subscriber-only edition 🔒 of my weekly newsletter of Outbound Kitchen. Each week I dive into reader questions about scaling outbound and making it your #1 growth engine. For more: Live Outbound Classes | Podcast

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Here’s the hard truth:

most companies underestimate the importance of hiring.

Especially early-stage startups.

They treat hiring like it’s no big deal, something they can figure out later or, even worse, assume top talent will magically line up at their door.

Big mistake.

Some even go as far as hiring interns to build outbound teams.

Interns.

To lead outbound. Let that sink in.

The result?

Wasted time, bad hires, lost pipeline, and revenue left on the table. Hiring the wrong person doesn’t just hurt your business; it hurts the candidate, too. It’s a lose-lose.

Why You Can’t Afford to Get Hiring Wrong

Think about it: what’s more important to scaling a team, your process or your people?

You can have the best systems in the world, but without the right people, none of it will work.

I’ve been obsessed with hiring since stepping into leadership.

Why?

Because hiring the right SDRs changed everything for the companies I’ve worked with.

It’s not just impactful; it’s the most impactful thing you can do for your team and your business.

If you’re planning to hire in 2025, whether it’s your first SDR or you’re refining your process for a big team, this guide is for you. I’ve pulled lessons not just from my own experience but from companies like Snowflake, Salesforce, and Zscaler.

And no, you don’t need their budgets to learn from how they hire, assess, and refine their processes. I’ve implemented their strategies at two different companies, and it worked.

Hiring should never be based on gut feelings.

It’s about a consistent, structured process to make decisions free from bias. This guide will show you how to do exactly that.

What’s on Today’s Menu:

• Why Hiring Should Be Your #1 Priority

• Step 1: Define your Ideal Rep Profile (based on skills, characteristics, and stage of your business).

• Step 2: Build a hiring process that evaluates every key trait consistently: 20+ questions to assess soft skills, examples of role-plays, case studies, and behavioral questions.

• Step 3: Finding top talent through multiple sources (referrals, outbound, LinkedIn, etc.).

• Step 4: Make data-driven decisions with a Decision Memo and Scorecard.

• A real example of one of my customer

• Resources for deep dive

Here're what you’ll get:

• Real examples from: Mulesoft, Zscaler, Snowflake, Nooks, Gong, etc

• 20+ interview questions and methods to assess candidates.

• A detailed Scorecard template.

• 2 Prep Kit examples from Mulesoft/Salesforce, Zscaler

• Job description examples that attract top talent.

Why Hiring Should Be Your #1 Focus

Whenever I coach someone aiming to move into leadership, I always say: The first skill you need to master is hiring.

Not coaching. Not enablement.

Hiring.

Here’s why:

If you want a successful outbound team, whether you’re building from scratch or scaling to 300 reps, it all starts with the right people with the right traits.

Mark Roberge and John McMahon nailed it: Even the best sales process won’t work with average reps.

Bottom line:

Great hiring is the secret sauce for building a high-performing outbound team.

Step 1: Define your Ideal Rep Profile (& characteristics)

Before jumping into what you should do, let’s start with where you are today. Your stage will shape your sourcing and hiring process.

In this part we're going to talk about:

• The background of your Ideal Reps

• The Traits

• Your unique selling environment

• Example

Your unique selling environment

Before creating your Ideal Rep Profile, start by understanding your selling environment and the stage of your business. Why? Because every company is different, and your hiring process should match your reality.

Here’s what to consider about your selling environment:

• How mature is your sales org?

• Do you have product-market fit?

• Is there a sales ops or enablement leader in place?

• What’s your ACV?

• Are you selling across different markets or industries?

• Do you have reps already performing?

These factors shape the type of reps you need and what skills they should bring to the table.

Background of your Ideal Reps

First step: List the soft skills and experience you need right now.

I used to think hiring SDRs was all about soft skills. Turns out, that’s not the whole picture, there’s more to consider.

You’ve probably seen people on LinkedIn saying, “Why do companies only hire SDRs with sales/outbound experience?” Well, here’s the hard truth: If you’re building a team from scratch, with no enablement or onboarding program, you shouldn’t hire someone with zero sales experience.

Especially when you’re starting fresh, you need reps who can hit the ground running and deliver results fast.

1: First SDRs, no enablement/onboarding?

Hire for soft skills + outbound experience. Why? If someone doesn’t know how to prospect, the learning curve will be steep. Boards and founders won’t wait 12+ months to see results from your outbound program.

2: Hiring your 51st SDR with a solid onboarding program?

You can hire based on soft skills alone, even without outbound experience. With the right resources, you can train them to succeed.

3: Working for a vertical SaaS?

Hire for soft skills + industry experience.

Why? Industry experience translates into better performance. Heard on a podcast: an AE with deep industry knowledge was outperforming peers from big SaaS companies and became the #1 AE.

Candidates with SDR experience:

They can be strong, but here’s the catch: You need to assess if they can unlearn old routines or bad habits and adapt to your company’s environment.

Here’s an example: We hired an SDR who was #1 at a big company with 200+ reps. But when they joined us, they couldn’t perform. Why? Because success at one company doesn’t always mean they’ll crush it at yours.

If you’re hiring SDRs with no experience, these backgrounds often create top performers in outbound roles:

• Recruiters: similar role than an outbound role: super organized, making a lot of calls, calling people not in market, Having to sell. They have the rhythm

Other background:

• Hospitality and Service Industry: Roles like bartenders, restaurant servers, or hotel staff develop strong interpersonal skills, adaptability, and resilience under pressure. These individuals are accustomed to handling diverse personalities, multitasking, and delivering excellent customer service—all critical for outbound sales success.

• Teaching and Education: Teachers bring exceptional communication and presentation skills to the table. They are skilled at explaining complex concepts clearly and possess patience, organization, and the ability to build trust—qualities that are invaluable in nurturing leads

• Retail Sales: Retail professionals have direct experience in selling products or services face-to-face, upselling, and managing customer objections. This background fosters a customer-focused mindset and strong sales instincts.

• Door-to-Door Sales: Individuals with door-to-door sales experience excel in outbound roles due to their persistence, resilience against rejection, and ability to build rapport quickly with strangers. They are also familiar with high-volume outreach strategies

• Athletes: Former athletes often thrive as SDRs/BDRs because of their competitive nature, discipline, teamwork orientation, and goal-driven mindset. Their experience in striving for measurable success translates well into meeting sales quotas

• Social Work or Counseling: Social workers bring empathy, active listening skills, and problem-solving abilities. These traits help them connect with prospects on a deeper level while addressing pain points effectively

• Customer Service: Customer service representatives excel in outbound roles due to their experience in resolving issues, maintaining a positive demeanor under pressure, and building long-term relationships with customers

• Military Background: Veterans bring discipline, structure, resilience under pressure, and the ability to follow processes meticulously. These attributes make them highly effective in executing structured outbound sales strategies.

The traits of your Ideal Rep

Here are all the traits, soft skills, and hard skills you can use for your stage, and might correlate with outbound success at your company:

Traits/Soft Skills:

• Grit, perseverance

• Desire to Achieve

• Competitiveness

• Coachability

• Self-Awareness

• EQ

• Curious (growth mindset)

• Learner

• Team player

• Preparer, methodical, strategic

• Bias for action

• Optimism

• Tolerance to change

• Motivation

• Sales acumen

• Business acumen

• etc

Execution experience (if applicable):

• Attainment story

• Track record of success, achievements, mistakes

• Sales process & deal cycle experience

• etc

Skills:

• Time management

• Territory & account planning

• Outbound - Some SDR or BDR never did OB just IB

• Prospecting to power and multi-threading

• Basic knowledge of: Complex buying process

• Objection handling

• Business acumen

• etc

Example

Here's the example I've written for the enterprise team at Chili Piper when I was building the team:

• Stage: the mid-market team has a proven process with 20 SDRs, but the enterprise team doesn't.

• Goal Book demos for the ENT AE team and source net new ARR (acquisition, not existing business)

• At least $20k/opportunity

• Multithread with AEs

• Account Based prospecting

• Uncover pains Chili Piper can solve

• Strategic outreach (Top dow, and Bottom up approach and alignment with company priorities)

• Contact companies with 200+ salespeople (min of 1k employees)

Unique selling environment

• New team: we need SDRs who already have experience than just need light coaching or training to have a quick ramp up

• Tolerance to change:

  • Someone who can adapt quickly to a new environment

  • we change our process every week and try new ways of prospecting every week so the candidate needs to adapt quickly

• Team player: we need this to work together, the team, AE and the marketing team.

• Coachable

Execution experience:

• Top quartile quota attainment in the 9 months of the last 12 months

• 1 year of outbound prospecting: Tech Sales, recruiters, lead gen companies

• Attainment story

• Track record of success, achievements, mistakes

• Sales process & deal cycle experience

• Not from big companies

Skills:

• Time management

• Territory & account planning

• Outbound - Some SDR or BDR never did OB just IB

• Prospecting to power and multi-threading

• Complex buying process

Step 2: Build your hiring process to assess each characteristic you've picked

Here’s how to prep and build your hiring process. The goal is to assess the soft skills and traits you identified in Step 1, multiple times, using different evaluation methods, and involving different people on your team.

Why?

Because you want to see how candidates respond, prepare, and adapt, not just once but across multiple interactions. This ensures they consistently demonstrate the traits you’re looking for.

And no, you don’t just ask, “Are you coachable?” because everyone’s going to say yes. You need to test for it.

Here’s what it can look like:

Who’s Involved?

• Early-Stage Teams: You, a peer, an SDR/AE, or even a founder.

• Larger Orgs: Recruiter, you, another SDR leader, VP of Sales, or an SDR on your team.

Also, each hiring process should be different, but the process to create it should be similar.

For example, you can assess coachability in different ways and at different stages:

• Feedback Response: Observe how they respond and react to feedback during interviews or role-play:

  • Do they say something?

  • Do they ask follow-up questions?

  • Are they defensive?

  • Do they take notes when you give them feedback?

• Apply Feedback: do they apply the feedback when you give them or someone else give them?

  • When you do a 2nd time role play

  • From the previous interview?

• Behavioral questions:

  • Learning from Past Mistakes: Ask about a time they received criticism and how they handled it.

• Self-Evaluation Questions: Have them assess their own performance and identify areas for improvement.

Here are evaluation methods to evaluate candidates in the hiring process:

• Structured Interviews: Ask behavioral questions to dig into real experiences.

• Work Samples/Tests: Use a case study to see their thought process.

• Live Situations: Run a mock cold call or objection-handling exercise to assess their skills in real time.

• Team Interviews: Get input from multiple team members to spot red flags or confirm strengths.

• Backchannels: Check references and review their LinkedIn profile to validate what they’ve shared.

And in the last section, I’ll show you how to score candidates to make better decisions.

Common traits assessed for SDRs and how to assess them:

• Soft skill #1 - Coachability

• Soft skill #2 - Curiosity

• Soft skill #3 - Preparation

• Soft skill #4 - Need for achievement

• Soft skill #5 - Adaptability to change

• Soft skill #6 - Competitiveness

• Soft skill #7 - Optimistic

• Soft skill #8 - Prior success

Soft skill #1 - Coachability

Definition: The ability to receive feedback constructively, learn from it, and apply it to improve performance.

How to Assess Coachability

1. Mock Calls and Role-Playing

Mock calls are one of the most effective tools for assessing coachability:

• Initial Role-Play: Conduct a cold call or lead qualification scenario. Observe how the candidate approaches the task without prior coaching.

• Feedback Session: Provide specific, constructive feedback on areas like tone, objection handling, or structure.

• Re-Do the Role-Play: Ask the candidate to repeat the exercise, incorporating your feedback. Evaluate whether they make noticeable improvements and demonstrate effort.

Candidates who actively listen, adapt their approach, and show improvement signal high coachability.

2. Behavioral Interview Questions

Behavioral questions uncover how candidates have handled feedback in the past:

• "Tell me about a time you received constructive criticism. How did you respond?"

• "What is the hardest feedback you’ve ever received? How did it change your approach?"

• "Describe a time when you made a mistake at work and what you learned from it."

Look for candidates who reflect honestly on their experiences, articulate lessons learned, and demonstrate a growth mindset.

3. Self-Diagnosis Questions

Test self-awareness by asking:

• "How do you think this interview/mock call went?"

• "What would you do differently if you could redo this exercise?"

Candidates who can accurately assess their own performance and identify areas for improvement demonstrate strong self-awareness, a cornerstone of coachability.

4. Feedback Absorption Over Time

For multi-stage interviews, provide feedback after the first round (e.g., on their communication style or technical approach) and observe how they incorporate it in subsequent rounds. This delayed application of feedback shows whether they take time for reflection and improvement.

5. Hypothetical Scenarios

Pose scenarios that test openness to coaching:

• "If your usual sales approach wasn’t working, what steps would you take to improve?"

Candidates who mention seeking guidance or experimenting with new strategies show adaptability and openness to learning

🟢 Key Traits to Look For Coachability manifests through specific behaviors during the hiring process:

• Active Listening: Candidates take notes during feedback sessions and ask clarifying question.

• Openness to Feedback: They welcome constructive criticism without becoming defensive or dismissive.

• Adaptability: They apply feedback quickly and effectively during mock calls or follow-up interviews.

• Self-Awareness: They can identify their own strengths and weaknesses accurately.

• Growth Mindset: They express excitement about learning new skills and improving over time.

🚩 Red flags: Uncoachable candidates exhibit behaviors that hinder growth and adaptability:

1. Defensiveness: Arguing against or dismissing feedback instead of embracing it.

2. Lack of Effort to Improve: Failing to apply suggestions during mock calls or follow-ups.

3. Blame-Shifting: Avoiding accountability by blaming external factors for mistakes or poor performance.

4. Fixed Mindset: Expressing reluctance to change established habits or learn new approaches.

5. Poor Self-Awareness: Overestimating abilities or failing to recognize areas for improvement.

6. Resistance to Feedback: Showing negative body language (e.g., rolling eyes) or making excuses when given constructive criticism.

Soft skill #2 - Curiosity/Growth Mindset

Definition: The desire to learn and understand more, asking questions and seeking out new information and experiences.

How to assess curiosity and growth mindset

1. Mock calls and role-playing - Mock calls are a practical way to evaluate curiosity:

• Scenario Setup: Present a prospect scenario where the candidate must ask questions to uncover pain points or needs. Observe the depth and relevance of their questions.

• Feedback Session: Provide feedback on their questioning technique and see if they ask follow-up questions to clarify or dig deeper.

• Re-Do the Role-Play: Assess whether they refine their approach based on your input. Candidates who adjust and ask more thoughtful questions show both curiosity and a growth mindset.

2. Behavioral Interview Questions - Behavioral questions help uncover past examples of curiosity and learning:

• "Tell me about a time you had to learn something new quickly. How did you approach it?"

• "Describe a situation where asking the right questions helped you achieve success."

• "What’s the last thing you taught yourself, and why?"

Look for candidates who provide specific examples, demonstrate proactive learning, and connect their curiosity to tangible outcomes.

3. Self-Diagnosis Questions - Gauge self-awareness by asking:

• "How do you think this interview/mock call went?"

• "What would you do differently if given another chance?"

Candidates who reflect thoughtfully on their performance and identify areas for improvement exhibit both curiosity and a growth mindset.

4. Candidate-Led Questions Allow time for candidates to ask you questions about the company, role, or team:

• Evaluate the quality of their questions. Are they generic (e.g., “What’s the culture like?”) or insightful (e.g., “What challenges does your sales team face when engaging prospects?”)?

• Candidates who ask thoughtful, probing questions about your business, product roadmap, or competitive landscape demonstrate genuine curiosity.

5. Hypothetical Scenarios - Pose scenarios that test problem-solving and learning orientation:

• "If you were tasked with selling a product in an industry you knew nothing about, how would you prepare?"

Look for responses that emphasize research, asking questions, seeking mentorship, or leveraging resources.

🟢 Key traits to look for

Curiosity and a growth mindset manifest through specific behaviors:

1. Proactive Questioning: Candidates ask insightful questions during interviews or mock calls that go beyond surface-level details.

2. Continuous Learning: They share examples of self-driven learning (e.g., taking courses, reading industry materials) or adapting quickly in past roles.

3. Adaptability: They demonstrate openness to feedback and adjust their approach effectively.

4. Problem-Solving Orientation: They view challenges as opportunities to learn rather than obstacles.

5. Self-Awareness: They can reflect on their performance honestly and identify areas for improvement.

6. Passion for Discovery: They express genuine excitement about understanding new industries, products, or customers.

🚩 Red flags for curiosity and growth mindset

Uncurious or fixed-mindset candidates often exhibit behaviors that hinder learning and adaptability:

1. Superficial Questions: Asking only generic or easily Googleable questions (e.g., “Is this role remote?”) indicates a lack of genuine interest.

2. Defensiveness: Becoming resistant or dismissive when receiving feedback during mock calls or interviews.

3. Lack of Self-Awareness: Inability to assess their own performance or identify areas for growth.

4. Fixed Mindset Language: Using phrases like “I’m just not good at that” or avoiding challenges altogether.

5. Failure to Adapt: Not incorporating feedback into subsequent tasks or role-play scenarios.

6. No Evidence of Learning: Inability to provide examples of self-driven learning or professional development.

7. Low Engagement: Lacking enthusiasm during interviews or failing to show curiosity about the company, role, or industry.

Soft skill #3 - Preparation

Definition: The extent to which a candidate comes ready and informed for the interview, showing forethought and research.

How to Assess Preparation

1. Mock Calls and Role-Playing - Mock calls are a direct way to test how well a candidate prepares:

• Scenario Setup: Provide the candidate with a mock sales scenario in advance, including details about the product, target audience, and prospect. Observe how they approach the call.

• Preparation Indicators: Look for signs of research, such as using relevant customer language, referencing company pain points, or tailoring their pitch to the prospect.

• Objection Handling: Ask common objections during the call (e.g., “We don’t have budget for this”). Candidates who anticipate objections and provide thoughtful responses demonstrate strong preparation skills.

2. Behavioral Interview Questions

Behavioral questions can reveal a candidate’s habits around preparation:

• "Tell me about a time you had to prepare for an important meeting or presentation. How did you approach it?"

• "How do you typically prepare for new tasks or challenges at work?"

• "What research would you do before reaching out to a prospect in this role?"
  Candidates who describe structured approaches (e.g., researching key stakeholders, leveraging tools like LinkedIn Sales Navigator, or studying buyer personas) show they understand the importance of preparation.

3. Specific Knowledge Questions

Test whether candidates have researched your company and role:

• Trish Bertuzzi ask: “What do you know about our company? What do you know about me?" If they can't answer those questions, she ends the interview.

• "Who do you think is our ideal customer profile (ICP), and why?"

• "What do you know about me or the team you’d be joining?"
  Candidates who provide detailed answers with specifics about your product, mission, or market demonstrate that they’ve invested time in preparation.

4. Candidate-Led Questions

The quality of a candidate’s questions can indicate their level of preparation:

• Candidates who ask insightful, specific questions (e.g., “What challenges does your sales team face when engaging prospects?”) show they’ve done their homework.

• Generic or easily Googleable questions (e.g., “Is this role remote?”) suggest poor preparation.

🟢 Key traits to look for

Prepared candidates exhibit several standout traits:

1. Thorough Research Skills: They demonstrate knowledge of your company, product, target audience, and industry.

2. Attention to Detail: They tailor their responses and pitches to align with your business needs and values.

3. Proactive Planning: They describe clear strategies for preparing for tasks such as prospecting or handling objections.

4. Resourcefulness: They use available tools (e.g., LinkedIn, G2 reviews) to gather relevant information.

5. Confidence Through Preparation: Their readiness translates into polished communication and self-assurance during interviews or mock calls.

🚩 Red flags for preparation

Unprepared candidates often display behaviors that indicate a lack of effort or understanding of the role:

1. Lack of Company Knowledge:

   • Unable to explain your product, mission, or target audience.

   • Cannot articulate how their skills align with the role.

2. Generic Responses:

   • Providing vague answers during mock calls or interviews (e.g., “I’d just ask about their challenges” without specifics).

   • Failing to tailor pitches or responses to the scenario provided.

3. Failure to Anticipate Objections:

   • Struggling with common objections during mock calls.

   • Offering generic solutions rather than addressing specific pain points.

4. No Candidate-Led Questions: Not asking any questions about the company or role suggests disinterest or lack of effort.

5. Excuses for Unpreparedness: Blaming time constraints or other factors for not being ready reflects poor accountability.

6. Low Effort in Mock Calls: Choosing random prospects without justification or failing to use customer language indicates minimal research effort.

Soft skill #4 - Need for Achievement/Work Ethic

Definition: motivated to achieve outstanding results, and they are willing to do virtually whatever it takes to succeed

How to Assess Need for Achievement/Work Ethic

1. Mock Calls and Role-Playing

Mock calls provide a real-time opportunity toobserve workethic and achievement orientation:

• Scenario Setup: Provide the candidate with a mock sales scenario requiring preparation, persistence, and problem-solving.

• Observe Effort: Look for candidates who demonstrate thorough preparation, ask thoughtful questions, and show determination to achieve a positive outcome (e.g., securing a follow-up meeting).

• Feedback Application: After providing feedback, assess whether the candidate demonstrates resilience by improving their performance during a second attempt.

2. Behavioral Interview Questions

Behavioral questions uncover past examples of achievement andwork ethic:

• "Tell me about a time you set an ambitious goal for yourself. How did you achieve it?"

• "Describe a situation where you had to work hard to overcome a significant challenge. What was the outcome?"

• "What motivates you to push through difficult tasks or setbacks?"

Look for responses that highlight perseverance, goal-setting, and intrinsic motivation.

3. Performance-Based Questions

Performance-basedquestions focus on measurable outcomes:

• "What is an accomplishment you’re most proud of? How did you achieve it?"

• "How do you typically structure your day to ensure you meet your goals?"

Candidates who provide specific examples of exceeding targets or going above and beyond demonstrate a strong need for achievement.

4. Hypothetical Scenarios

Pose scenarios that testtheir drive andwork ethic:

• "Imagine you’re behind on your outreach quota for the week. How would you approach catching up?"

Strong candidates will outline proactive strategies (e.g., reprioritizing tasks, increasing effort) rather than making excuses or showing complacency.

5. Candidate-Led Questions

The quality of the candidate’s questions canreveal their ambition:

• Candidates who ask about metrics for success, career growth opportunities, or team achievements often demonstrate a high need for achievement.

🟢 Key traits to look for

Candidates withstrong need forachievement andwork ethic often exhibit these traits:

1. Goal-Oriented Mindset: They set ambitious goals and have clear strategies for achieving them.

2. Intrinsic Motivation: They are driven by personal growth, learning, and accomplishing meaningful objectives—not just external rewards like money.

3. Resilience: They view setbacks as opportunities to learn and improve rather than reasons to give up.

4. Accountability: They take ownership of their responsibilities and outcomes without shifting blame.

5. Proactive Effort: They consistently go above and beyond what is required, demonstrating initiative and dedication.

6. Time Management: They structure their day effectively to prioritize high-impact tasks.

7. Pride in Accomplishments: They can articulate specific achievements with enthusiasm and detail.

🚩 Red flags for need for achievement/Work Ethic

Unmotivated or low-work-ethic candidates often display these warning signs:

1. Lack of Specific Goals:

   • Struggling to articulate past goals or achievements suggests a lack of ambition.

2. Excuses for Failures:

   • Blaming external factors rather than taking accountability is a sign of poor resilience.

3. Minimal Effort in Mock Calls:

   • Failing to prepare adequately or showing little persistence during role-play scenarios indicates low work ethic.

4. Overemphasis on External Rewards:

   • Candidates motivated solely by money or perks may lack intrinsic drive.

5. Defensiveness About Challenges:

   • Avoiding discussions about failures or setbacks suggests an inability to learn from experience.

6. Complacency in Hypothetical Scenarios:

   • Offering passive solutions (e.g., waiting for help) instead of proactive strategies signals low initiative.

7. Poor Time Management:

   • Inability to describe how they prioritize tasks or manage workload effectively is concerning.

Soft skill #5 - Adaptability to Change

Definition: The ability to remain flexible and effective during times of change, adjusting strategies or approaches as needed.

How to Assess Adaptability to Change

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🔒 Wait! Want the full hiring recipe?

Here's a sneak peek:

• How to assess SDR skills: Adaptability to Change, Competitiveness, Optimism, Prior Success, and more.

• Step 3: Finding top talent through multiple sources (referrals, outbound, LinkedIn, etc.).

• Step 4: Make data-driven decisions with a Decision Memo and Scorecard.

• Bonus Materials: A detailed Scorecard template, Dedicated SDR career pages (Zscaler, Snowflake), 2 Prep Kit examples (Mulesoft/Salesforce, Zscaler), and job description templates that actually attract great candidates, etc

🔓 For paid subscribers only:

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