Jody Hilton. Senior Recruiter on contract. W-2 or corp-to-corp.

Your senior recruiter, on contract. Hard roles get senior attention.

20 years of full-cycle search. Engineering, go-to-market, C-level.

I join your team for the hiring push, map the passive market, and run every search myself inside your process from intake through accepted offer.

I fill your hardest roles. You get back to leading your team.

Talk through your open roles See how I work

A 30-minute Zoom about your open roles and what is getting stuck.

A few of the companies I've recruited for over the years.

The roles are approved. Nobody has the bandwidth to own the search.

A critical hire, a hiring push, or a gap on the recruiting team creates real recruiting work without creating a permanent recruiting job. I step in, own the search, and step back when the work is done.

You're getting applicants, but not the people you need. The role is posted and resumes are piling up, but weeks are passing without a clear answer on whether the requirements, the pay, or the market is the problem.
Recruiting has become your second job. You're sourcing, screening, and chasing interview feedback when you should be leading your team.
Your recruiting team is at capacity. The roles are still approved, but your recruiters are carrying everything they can absorb.
Good candidates are dropping out before you can make an offer. Interviews drag, feedback comes late, and the people you want move on while your team is still deciding.
Fees stack with every hire. You have several roles to fill, and each one comes with its own percentage-of-salary fee and its own agency contact. A hiring push should get one recruiter on the whole slate, not a separate bill for every hire.

One senior recruiter, inside your process, accountable from intake through accepted offer.

How I work. From your first call to an accepted offer.

Every search runs inside your process, at the agreed hours. Here is how the weeks go.

Hourly billing. No fee per hire. Ramp up for the push, ramp down when the seats are filled.

Week one
Define and map.
We agree on what the hire has to deliver in the first 90 days, the comp range, who interviews, and who makes the final call. That becomes the scorecard. Then I map the companies, skills, and backgrounds that produce this hire and start the outreach.
By end of week two
Screen and calibrate.
Every candidate arrives with a written summary against the scorecard. Your feedback on the first few sharpens the search. By week two you have a read on the market and a recommendation.
Weekly to start date
Interview and close.
I run scheduling, collect structured feedback, and keep candidates informed within three business days. Competing offers on the table early. One weekly view through acceptance and start date. Everyone hears back.

What lands on your desk is a decision.

You meet people who weren't looking. Every search starts with a map of the companies and backgrounds that produce your hire, then direct outreach. I build the sourcing and research workflows in Clay and Claude Code, then review every candidate myself. The search doesn't start from zero: more than 1 million candidates across databases I've built over my career, including 230K+ in my current ATS.
Fewer interviews to a hire. Your team interviews to decide. Every candidate arrives screened against the scorecard with written evidence of fit.
Offers get accepted. Comp, motivation, and competing offers are on the table in the first conversation. Feedback has a deadline, so the offer goes out while the candidate is still engaged.

Hires that hold. The scorecard is written around what the person has to deliver in the first 90 days, so the hire is made for the job, not the interview. Screening covers motivation and what would make them leave, not just skills. Counteroffers and early exits are handled before the offer, not after the start date.
A straight read on the market, every week. By week two you have a read on the market and a recommendation: fill as scoped, or what to change in comp, location, or requirements. After that, one weekly view of what's moving and where your call is needed.

The work behind the numbers.

Seventy-eight companies on my own desk. Another 475 through the firm I built and sold.

Embedded inside the team
Maximus. 117 contract hires over eight years as their embedded recruiting arm. .NET and Java engineers, QA and automation, application server and Oracle DBAs, business and systems analysts, project and program managers, DevOps and cloud, systems engineers, telecom, security, architects.
Fintech engineering, small candidate pools
NTERSOL Consulting. Mortgage and fintech consultancy, later acquired by CI&T. Back end (.NET, Java, Clojure), front end (React, Angular), full stack, integration, data, cloud and DevOps, QA automation, and solutions architects.
Product engineering
Digital Guardian. 42 hires for a data-security software company. UI and UX, senior and principal software engineers (Java, C and C++), cloud engineers and a cloud architect, Linux platform, network, QA and SQA, product and program management.
Go-to-market leadership
Casio. E-commerce front-end solutions architect and director of brand strategy, rare profiles in a market with almost no candidates, talent maps built from scratch.
Small candidate pool, built from zero
Cupertino Electric. 14-person BIM detailing team for one of the largest data center electrical contractors in the US. BIM detailers, senior project managers, supervising electrical engineer, senior electrical designer, senior estimator.
The hiring push
Amadeus. A 39-person national field engineering organization built from zero in three years. Field engineers, systems engineers, systems administrators, project manager.
Volume
Goal Zero. 650+ contract hires across a four-year program, peaking at 322 in one year. Field sales representatives and brand advocates for the Costco warehouse event program.
Nonprofit, contract staff
Heifer International. 115 hires over five years. Donor services, donations processing, desktop support, IT admin, technical writing, and finance.

Talk through your open roles

The roles I fill. Engineering, go-to-market, C-level.

Software and data. Full stack, back end, front end, and mobile engineers. Java, .NET, Python, Node, TypeScript, PHP, React, Angular, Vue. API and integration engineers, Salesforce developers. Data engineers, data scientists, machine learning and AI engineers, analytics engineers, data analysts, database developers. QA, SQA, SDETs, test automation. Software and solutions architects.
Cloud, infrastructure, and support. Cloud, DevOps, platform, site reliability, Splunk. Network engineering and architecture, wireless, NOC, network security. Systems administration and engineering across Windows, Linux, and Unix. Database administrators across SQL Server, Oracle, PostgreSQL, and MongoDB. Help desk, desktop support, service desk, technical support, AV and field technicians.
Engineering and product leadership. Heads of engineering, VPs and directors of engineering and IT, CTOs. Engineering and development leads. Product leadership, product owners, technical program and project management. Business and systems analysts, technical writers.
Field, construction, and manufacturing. BIM detailers and designers, data center construction, electrical engineering and design, estimators, field engineers. Mechanics, production and maintenance supervisors, plant and manufacturing leadership.
Go-to-market and executive. Sales, account executives, account management, sales leadership. Marketing, brand, demand generation, marketing leadership. Customer success. Revenue leadership. CEO, COO, CFO, and other C-level.
Operations, finance, and admin. Underwriters, loan officers, mortgage operations. Accounting and finance. HR, recruiters, and people operations. Paralegals, executive and administrative assistants, call center and customer support.

The common thread is hard-to-fill. Contract, contract-to-hire, and direct-hire.

Questions before we get started

How is this different from a recruiting agency?

An agency charges a percentage of the hire's salary, usually 20 percent or more, on the day they start. I bill hourly for the work, like a contractor on your team, W-2 or corp-to-corp, whichever fits how you bring on contractors. We agree on scope and weekly hours up front, sized to the roles. You pay for the search, not per head, so a hiring push with five roles doesn't cost five fees. Either of us can change the hours or end the engagement with one week's notice, and any candidate already in process still hears back from me.

Do we pay for your time if we don't make a hire?

Yes. Hourly covers the work, not a guarantee. What you get for it is visibility: candidates, progress, obstacles, and hours used, every week. If a search isn't moving, I tell you why and what has to change.

How quickly can you start, and when will we see candidates?

Availability gets confirmed on the first call. Once intake and systems access are done, the search starts. By the end of week two you have the first calibration candidates and a read on the market. Time to fill after that depends on the role, comp, location, and how fast your team gives feedback.

How many searches do you run at once?

A few. I take on what I can personally run end to end, and I tell you on the first call what my availability is for your roles. If I can't give a search the hours it needs, I say so rather than take it.

What do you need from us?

Three things. Feedback within 48 hours of every interview. One person who owns the final decision. A comp range before the search opens. Everything else, including the ATS, I work inside whatever you already have, or we set up something practical in week one.

Can you work alongside our existing recruiting team?

Yes. I can own an agreed set of searches, or add market mapping, sourcing, and screening to what your team is already doing. Responsibilities get set up front so nothing gets done twice.

What happens to candidates we pass on?

They hear back from me, with a reason where I can give one. Your name is on that search, and the people you didn't hire still talk.

What happens on the first call?

You tell me the roles, what you've tried, your timing, and where it's stuck. I tell you where I can help, what I'd need from your team, and whether contract recruiting is the right fit. If it isn't, I'll say so.

All questions

Who you're hiring.

Jody Hilton. Founder, SureTech Recruiting.

I built a recruiting firm, ran it for twelve years, took it to number ten on the Sacramento Business Journal's fastest-growing companies list, sold it, and still do the recruiting myself. Before that, I spent fifteen years in electrical and mechanical design engineering and engineering management. I've been the hiring manager as well as the recruiter.

Beyond the search, you get a read on your comp against the market, a hiring plan when several roles need filling, and a straight answer when the profile you want doesn't exist at the price you've set. I'll say so on the first call.

I keep a small number of searches open at a time so every one gets senior hours. Each week you know what's moving, what's stuck, and what needs a decision.

Give the hiring somewhere to land.

Tell me who you need to hire and where it's stuck. In a 30-minute Zoom we'll cover your roles, timing, and scope, cost included, and you'll leave with a read on those roles whether we work together or not.