Mark Nies Email & Phone Number

United States

New Jersey

Currently working onsite with a global tech company in hyper growth mode in a Senior Strategic Talent Acquisition Delivery role. Responsible for recruiting critical roles globally. Building and scaling a Recruiting Strategy, that supports the growth of the business over the next 4 years from $1B to $4B, including the people strategy, recruiting tech stack.

New York City Metropolitan Area - Series A | 300 Employees | Built 10 Person Team

• Held responsibility for building, scaling, and transforming the Talent Acquisition team into a high-performing, lean, credible, recruiting organization responsible for 200% of company employee growth. Managed and.
• Quickly assessed the Business and its immediate hiring needs, determined future hiring needs, and rolled out Greenhouse ATS, which I have done 3 times before, understanding that it was the right tool for Branded Inc..
• Only 40% of the offers submitted by Talent Acquisition for approval were approved. There was a clear gap in communication at the leadership level. As my first significant accomplishment, I worked closely with the CEO.

New York, New York, United States - Series D | 450 Employees | Built And Managed 8 Person Team

• Inherited and under-delivering Talent Acquisition team at the height of the company growth plan and delivered 100 hires in 5 months, which included rebuilding a Product Org from scratch. Motivated and inspired a team.
• Immediately started building a high-performing TA team. While I was doing so, my team and I needed to personally step in and help build the Product team. SecurityScorecard was not able to function without 3 Product.
• After assessing a 70% failure rate with the interview process and seeing a huge problem with candidate experience, I instituted a solution by customizing Greenhouse, educating hiring managers, and the interview team.

Purchase, New York - Public TDOC | 4500 Employees | Built And Managed 13 Person Team

• Public Company - Largest global publicly traded digital healthcare company. Held responsible for building, scaling, and managing the Talent Acquisition team from scratch through a 233% increase in the employee base.
• As a hands-on leader, I personally hired and onboarded 50 new hires from Executive Team members to Chief Medical Officer, VP of Engineering to SVP of Product, and Growth Marketing to Sales.
• With a strong, lean team of 12 recruiters, we were able to hire 650 new hires annually, not including 200-400 seasonal call center associates annually while building an employer brand that helped increase our followers.
• Implemented data integrity across talent acquisition and created data metrics dashboards for three levels, Leadership team being one for metrics critical for business decisions and the overall health of the.
• Understanding from the CEO and CFO that there was a problem with leadership succession, I created, presented, and implemented an MBA Rotational program. This was a 30-day project to hire 3 MBA candidates from the top.

New York City Metropolitan Area - Series D | 1200 Employees | Built And Managed 12 Person Team

• Start-Up - Top-tier digital media, e-commerce, and lead generation personal finance platform.Hired to lead scale and centralize strategic Talent Acquisition for Bankrate, Inc., and its portfolio of companies.
• My team and I hired 600 people across all portfolio companies in 2 years with many of those hires in Engineering (Tech, DevOps, and Data) as well as Marketing (SEO, Growth, Content) and Finance and GA (FP&A.
• Quickly developed and motivated the Talent Acquisition team to work outside of their comfort zone and take on projects that excited them and developed them, but they had never done before. I would give them guidance.
• Continuous communication across all portfolio companies allowed me to build strong partnerships and relationships with all leaders and hiring managers. There were many different personalities and opinions, but by.

San Diego, California, United States - Private | 120 Employees | Built And Managed A 31 Person Team

• Responsible for building a 23-person team with an 8-person sourcing hub in Dallas, Texas, and the rest of the team on-site with me or remotely. I partnered very closely with the EVP of Engineering and Senior HR.
• Developed and executed a strategic roadmap of the recruiting process here in the U.S.A. while paying close attention to Samsung’s ethics and working overseas programs.
• Hired 378 new technical hires at all levels in Bridgewater, NJ, Seattle Washington, Overland Park, Kansas, and Dallas, Texas.
• Created a Senior-level technical rotational program for Technical Leaders to gain experience in the United States but also manage small teams.
• Built and trained a new interview process for technical candidates in the US. That increased candidate interest by 25% and helped reduce interviews and time to fill from 61 days to 37 days.

Greater New York City Area - Public AVYA | 14000 Employees | Built Project Recruiting

• Initially hired to manage recruiting for the Engineering division GCS then moved to Sales, then IT, the Manufacturing Supply Chain, and Logistics. I always had a large req load while I developed my specialty at Avaya..
• Partnered with the COO and the Sr. HRBP and Built a brand-new growth transformation consulting arm within Avaya. This consisted of hiring 20 management consultants from the major consulting firms.
• Partnered with the CIO to cut all contractors and restaff with 145 global permanent FTEs. Originally the CIO wanted to do it within 30-40 days, but I educated him on global hiring and new hire wait times in between.
• Remaining projects included building an Accounting/Controller Org., an Inside Sales team of 100 people, and technical sales teams. Hired 500 people in my years at Avaya