Building products, agents and operating systems to uncover, eval and win 0.1% talent.

Across every company I have built, advised or worked inside, there is a recurring and unavoidable truth: talent is the only moat.

Execution speed, GTM, distribution and great products are fundamental. But they are outputs of people building the culture and systems that create them. Without exceptional folks and an exceptional culture, it's impossible to win.

Nearly all hiring systems output the best candidates a company is able to reach and engage. They call that the talent market. It is not. It is the visible fraction of it.

The generational recruiting problem is identifying, engaging and winning exceptional builders and operators who were never applicants at all. For sure it's not hiring the best sourced or inbound applicant.

I do not claim to have solved this. I am building towards it by rethinking the talent and recruiting operating model from first principles. That means connecting market intelligence, workforce planning, performance evaluation, relationships and network effects, and the (often proprietary) inputs that output exceptional cultures. For an agentic future built on human judgement.

This is for companies trying to define a category, reshape markets and industries, and compete for the top 0.1% (company logos and education credentials are neither proof nor disqualification).

• Radar early build — an agentic recruiter working for the candidate; focusing on leadership and exec roles for now.
• Scout in build — maps the best people in the world for future roles, then orchestrates founders, investors, advisers and TA to build genuine relationships before there is a role to pitch.
• Sybil in the lab — behaviour-derived AI capability assessment for organisations.
• Ivy running — Ivy gives non-technical teams a clearer way to ship agentic work. Agents scout work, dispatch it, verify outcomes and learn from the evidence.

Also public: writing-voice-skill and BrightPaws.

More about my career at tomgreen.ai.