Recruiting starts with a conversation.
Technology should help you be present.
ReCo grew out of our own experience in IT headhunting. Working across recruiting, design and technology keeps bringing us back to one question: how can technical progress give people more attention, agency and room to do good work?
The people behind ReCo
We combine hands-on headhunting and UX design with experience leading AI adoption in large organizations.
Daniel C. Dul
Headhunting and UX designA headhunter and UX designer with experience in banking. At ReCo, he brings firsthand knowledge of recruiting to the design of a tool built to support that work.
Bartosz Pampuch
Technology and AI implementationA corporate CTO who leads AI adoption and implementation within his organization. He brings experience translating the possibilities of technology into practical business use.
Attention is part of a good conversation
Presence, curiosity and room for a follow-up matter.
Understanding a person takes more than completing a list of questions. It means hearing how they think, understanding their choices and giving them space to answer. A recruiter's attention is finite. We believe technology should protect it instead of competing for it.
People deserve to be understood in context
One answer is not the whole story.
A job title, company name or isolated success cannot describe someone's abilities. Working conditions, responsibility and personal contribution matter. A sound assessment requires curiosity and a willingness to revise a first impression when new facts emerge.
Apples to apples
The same requirements. Different evidence and degrees of fit.
A repeatable structure makes candidates for the same role easier to compare. A strong example in one area should not hide a gap in another. Missing experience, partial fit and a topic the interview did not cover need separate descriptions. Every recommendation should have a factual rationale.
AI should strengthen human judgment
Delegating a task does not delegate responsibility.
AI for recruiters is useful when it helps people understand the material and makes time for thought. Fluent writing is not evidence of a sound assessment. Anyone making a recommendation needs to understand its basis, be able to challenge it and explain the conclusion to another person.
A shared standard leaves room for judgment
Structure makes differences easier to see.
Principles should support quality without turning people into followers of a rigid script. A common structure gives teams a language for discussing evidence and uncertainty. Within it, there must be room for experience, observation and honest disagreement.
Trust begins with respect for information
Access to someone's story comes with responsibility.
Candidates share experience, expectations and sometimes difficult situations. We should know why we collect information, who needs it and how it will be used. Responsible data handling should be an everyday habit the whole team understands.
Progress should be accessible in an ordinary working day
You should not need to be a technology expert to benefit from it.
The value of new tools should not depend on a talent for prompting or free evenings spent experimenting. Simplicity is a responsibility for the people building technology. Progress matters when it helps people do important work with greater clarity and less strain.
That is the future of recruitment we want to help build: more attention for people, more honest assessments and technology that preserves human agency.