Talent Acquisition Lead - Non-Tech roles

Emergent builds autonomous coding agents that take an idea in plain language and generate, test and deploy a working full-stack web or mobile app. Most of the people using it have never written code. They are small business owners and first-time founders building the CRMs, marketplaces, internal tools and customer-facing products their businesses actually run on.

Founded in 2024 by Mukund and Madhav Jha, Emergent went from public launch to unicorn in about a year.

• $130M Series C in July 2026 at a $1.5B valuation, led by Creaegis with MNI Ventures, Claypond Capital and Sentinel Global as co-leads, and Khosla Ventures, SoftBank Vision Fund 2, Lightspeed and Y Combinator returning. Total raised to date: $230M, across seed, Series A (Lightspeed), a Google AI Futures Fund round, Series B and Series C.

• ~18M apps built on the platform, of which 200,000+ are live. More than half of those live apps are used every week, and together they pull 40M+ monthly visitors.

• Users in 190 countries, with most revenue coming from the US and Europe.

• ARR went from $100K to $50M in seven months, then doubled to $100M in the eighth month.

The team is ~400 people and includes olympiad medalists, IIT and IIM alumni, and engineers and leaders from Google, Amazon and Dropbox.

You have full responsibility for non-tech hiring at Emergent. This includes sales, growth and marketing. It also includes the corporate functions that the company needs as it becomes larger: finance, legal, people and operations.

You believe in finding the best matches to drive success for Emergent and the talent, not just in filling roles.

The work starts at understanding the business needs through the intake and ends at the onboarding.

You speak with the function heads and hiring managers and agree what success looks like.

You find where the right talent is, bring them into conversations with Emergent and select the best fit for the role. You stay near the new hire for the first 90 days.

You report to the Head of People. You lead a small recruitment team. You do the most difficult searches yourself.

• The non-tech hiring plan. Set the priorities for sales, growth, marketing and the corporate functions. Change the priorities when the business changes.
• Intake and search design. This step decides if a search is successful. Before the sourcing starts, agree these items with the hiring manager: the purpose of the role, the results that show success at six months, the profiles that will be effective, the profiles that look correct but will not be effective here, the requirements that are firm, the requirements that are flexible, and the steps of the process.
• Talent maps and pipelines. Know where the applicable talent is. Know the companies and the career stage of these persons. Build the pipelines before the roles open.
• Hiring systems and playbooks. Build the workflows, measures and assessment standards the company needs.
• Compensation and offer strategy. Advise on market rates, variable structures and candidate tradeoffs.
• The recruiting team. Lead and develop a small team while carrying critical searches yourself.
• Quality of hire. Compare what you saw during the selection with the performance of the person after the start. Use this data to correct the bar.

• You have hired for non-tech functions at a company of a comparable stage and speed.
• You have led recruiters. You hired them, you managed them, and you kept the quality bar high while they learned it.
• You have built hiring systems where no systems were available. You did this in a company where the priorities changed frequently.
• You have partnered with business leaders directly with a lens of understanding the business needs to define your hiring plans and processes.
• You have closed senior candidates in difficult markets/skills.
• You use AI in your own workflow. It improves your research and it gives you more time for the assessment of candidates.

Ways of working you can expect in this role

• Start with the business goal. Deeply understand business needs to define your hiring plans and processes.
• Create clarity from ambiguity. Define the problem, choose a path and move without waiting for a full playbook.
• Balance speed with quality. Set clear evidence standards and keep searches moving against them.
• Adapt the method to Emergent. Test prior playbooks against the current context before applying them.
• Show outcomes early. Produce visible progress through maps, pipelines, decisions and hires.
• Use AI with judgment. Automate administration and keep human attention on assessment and candidates.

You report to the Head of People, lead a small team, and own Non-Tech hiring across Emergent. The role gives you direct influence on how a global AI company builds its revenue organization.