# Katrina Ungar

Katrina Ungar works in recruiting with beauty and wellness brands. Through The Talent Project, she describes a hands-on talent-partnership approach: adapting searches as roles change, keeping candidates informed, and advising clients on hiring needs and market feedback.

- Profile: https://b2binfluencer.marketing/creators/katrina-ungar/
- LinkedIn: https://www.linkedin.com/in/katrina-ungar-53661125
- LinkedIn followers: 15,253
- Topics: recruiting, talent-acquisition
- Based on 10 dated posts, latest 2026-10-02

## Summary

Katrina Ungar is most useful for embedded recruiting partnership with beauty and wellness brands.

- Best for: A growing beauty or wellness brand with several open roles and shifting hiring priorities.
- Not for: A paid creator sponsorship or consumer-facing product awareness campaign measured by reach and engagement.
- Check first: Ask for a recent audience breakdown and documented search outcomes before committing.

### Takeaways

- A recruiting partnership adjusts searches when roles change and keeps candidates informed through delays.
- Company values are experienced through interviews, decisions, and how people are treated, not careers pages.
- Technology can speed recruiting tasks, but assessing talent in a business needs human judgment.

## Main ideas

- **A recruiting partnership is a working process, not a transaction**: Ungar’s fullest statement on a search relationship argues that finding the right person is only part of the job; the rest is how both sides work together. The Talent Project stays close to the search, adjusts when priorities shift, and starts over rather than pushing candidates into a profile that no longer makes sense. When a brand-side delay drags on, the post says candidates stay engaged and informed so strong people do not disappear. It also says the firm shares market feedback even when clients would rather not hear it, keeps the pipeline organised with regular updates, and offers perspective alongside candidates: what candidates respond to, where resistance shows up, whether pay is competitive, whether the role is positioned correctly, and whether the market is being asked for too much. The closing argument is reciprocal: the firm works best with clients who value transparency, communication, collaboration and trust, and treat recruiting as a partnership rather than a transaction.
- **Human judgement stays in the loop at every stage, even as tools do more of the work**: Asked where in recruitment a human is needed, Ungar answers “all of them” and separates the tasks. Technology, they say, can write job descriptions, source candidates, take interview notes, schedule, and move information quickly. It cannot understand the business behind a role, spot when a candidate who looks strong on paper is not the right fit, read between the lines of an interview answer, sell the opportunity to the right person, or recognise when a search is failing and needs a change of course. Technology should make recruiting more efficient, but assessing talent still depends on expertise—specifically, experience judging how an interview answer would play out in the workplace. The firm says its value lies in understanding a client’s business well enough to assess candidates through that lens and deliver a curated shortlist.
- **Company values are experienced through the hiring process, not the careers page**: Ungar picks up a wall sign reading “Work Hard & Be Nice to People”—the same sign hung in their first corporate cubicle—and turns it into an argument about hiring. Internal values matter as much as external presentation, the post says, and the gap between the two is clearest in recruitment. A careers page can say all the right things and a job description can list all the right qualifications, but candidates form their view of a company through the interview process, how decisions are made, how leaders communicate, how people are treated, and how the organisation operates. The advice to founders struggling to hire: stop looking only at candidates and start looking inside out.
- **Adding another tool is not the same as fixing the recruiting system**: Reflecting on a talent acquisition leadership dinner in Williamsburg, Brooklyn, hosted by Brandon Amoroso at Scalis, Ungar contrasts an all-in-one recruiting platform with the personal stack they have accumulated over the years: a note-taking system, an ATS/CRM, a separate AI sourcing tool, an agent, Excel spreadsheets for tracking data, and probably more they forget. The stack works, the post concedes, but it raises the question of whether teams keep bolting on tools to solve problems when the better answer is to rethink the system. The argument is about process design, not a particular product: teams should consider whether the way they work still makes sense.

## Work to read

- [A true recruiting partnership isn’t just about finding the right person](https://www.linkedin.com/posts/katrina-ungar-53661125_a-true-recruiting-partnership-isnt-just-activity-7506328844853854208-BKLT)
- [Where a human belongs in the recruiting process](https://www.linkedin.com/posts/katrina-ungar-53661125_this-week-someone-asked-me-at-what-stage-activity-7510678475729608704-7c1C)
- [Your values show up in the interview process, not the careers page](https://www.linkedin.com/posts/katrina-ungar-53661125_last-week-i-was-at-a-happy-hour-at-the-beautymatter-activity-7511782529750790145-rgx5)
- [Adding another recruiting tool or rethinking the system](https://www.linkedin.com/posts/katrina-ungar-53661125_last-week-i-attended-a-talent-acquisition-activity-7507794033553903616-MHMg)

## Brand relationships

- **The Talent Project** (disclosed_partnership)
- **BeautyMatter** (mention)
- **SCALIS** (mention)

## Partnerships

Katrina Ungar's posts describe no sponsorship or paid-partnership formats. The partnerships they describe are client engagements with The Talent Project, a recruiting business: the content shows how a search is run, not a media offer a brand could buy. They say the firm stays close to each search, adjusts when priorities shift, restarts a search when a role changes significantly rather than pushing candidates into a profile that no longer fits, and keeps candidates engaged and informed when delays on the brand side slow the process. They describe the client's role as providing transparency, communication, collaboration and trust, and treating recruiting as a partnership rather than a transaction. They prefer long-term relationships where values and ways of working align. They also argue that assessment should stay human while technology handles sourcing, scheduling and note-taking, and position The Talent Project as learning a client's business and delivering a curated shortlist. Ask directly for rates, package structure, contract terms and the appropriate inquiry channel; the posts provide none.

## Alternatives

- Vas Georgiou: Choose Vas Georgiou over Ungar when the hiring need is in a specialist, credential-heavy field rather than beauty or wellness. Georgiou started Heilsa after working in HR and describes the firm as focused on four sectors — law, cybersecurity and tech, financial services, and healthcare — across the US, UK and EU, with specialist headhunting rather than generalist placement. A beauty or wellness brand hiring a general counsel, a security lead or a finance director would get deeper sector coverage here than from a recruiting partner whose posts describe entirely consumer-brand hiring. Georgiou's posts also emphasise the same quality-over-quantity and market-feedback themes as theirs, positioning Heilsa as an embedded partner rather than a CV-sending agency.
- Molley Ricketts: Choose Molley Ricketts over Ungar when the underlying problem is hiring fundamentals rather than search execution. Ricketts's posts frame the work as workforce strategy: checking whether a job description reflects the actual role, whether expectations are consistent between posting, interview and first day, and whether candidates understand what they will own and how success is measured. Ricketts cites a survey finding that 73% of HR professionals report challenges with fabricated or misleading candidate information and that 36% say AI-generated applicant content has reduced confidence in hiring decisions, then argues for clearer success profiles, stronger interviews and candidate verification. A brand whose roles keep turning over because postings and interviews oversell the job, or whose screening is being flooded by AI-polished applications, would get more from that diagnostic work than from a search partner. Ungar's posts also cover values showing up in the interview process, but Ricketts develops the theme into an explicit audit of role clarity.
- Daryn Edelman, M.A., C.P.R.W: Choose Daryn Edelman when the gap is the interview itself and the candidate experience around it. Edelman's posts are written for job seekers and lay out specific questions candidates should ask about the role, the team, the manager and the company's direction, framed around the idea that top performers interview the company as much as the company interviews them. A beauty or wellness brand that keeps losing preferred candidates late in the process, or wants hiring managers to run more structured and informative interviews, could use that material directly: it shows what candidates are being told to probe and gives interviewers a practical checklist of what to be prepared to answer. Edelman is the most candidate-side of the three alternatives, and the most useful for improving interview quality and employer signalling rather than filling seats.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/