Silo Behavior Won't Survive Here: HomeToGo's Cultural Non-Negotiable

150 Engineers. 2 Months. The Hiring Sprint That Built PeopleWise.

Thomas Kohler [https://www.linkedin.com/in/thomas-kohler-pplwise/], founder and CEO of pplwise [https://pplwise.com/], turned a moment of professional crisis into a data-driven recruiting business that now runs 45 specialized recruiters, generates €5M in revenue with €900K EBITDA, and is targeting €100M in the next 15 years. At 25, he was fired from a startup where he'd helped grow the talent function from 5 to 150 people — and within months, that same founder called him back to hire 150 engineers in two months to build a payment infrastructure that would unlock €50 million in revenue. That moment revealed how structurally broken most companies are with data. Thomas built pplwise around fixing that — and the result is a proprietary intelligence methodology that gathers 100-200 interview data points per week, benchmarks hiring funnels across companies, and tells clients not just what isn't working, but exactly why. Topics Discussed * pplwise business model: renting specialized recruiters by function, region, language, and industry expertise * Primary focus: Germany and DACH region, with international expansion for German-speaking go-to-market hires and US companies entering Germany * pplwise Intelligence: 100-200 interview data points gathered weekly, funnel benchmarks by role and region, anonymized reports * ISO 27001 compliance and three-layer data permission process (company agreement, candidate opt-in, access rights management) * Red flag #1: Complex take-home case studies — comfortable for the hiring team but systematically filters out passive, employed top candidates * Red flag #2: Unclear role requirements — can extend time-to-source from 3 weeks to 12 weeks or more * Red flag #3: Post-raise unrealistic expectations — 700 candidate funnels for one hire, five-day in-office mandates with no brand equity to back them up * TA funnel benchmarks: 12-15 TA screens per hire is healthy; 25-35 if take-home case study exists * Three phases of time-to-hire: time to fill, time to source, time in stage — and why conflating them leads to wrong fixes * Three biggest post-fundraise hiring mistakes: wrong role diagnosis, unrealistic expectations, no pre-built TA infrastructure * The founding story: fired at 25, freelance recruiter, first client Tier Mobility (pre-Series D), then 150 engineers in 2 months → €25-30K/month personal transformation * Four years in, 40 employees, €3.8M last year → growing, and why focus on German-speaking sales hires drove fastest growth * 2026 goals: maintain €900K EBITDA on higher revenue; establish NPS baseline and push above 50 * Thomas's 3 hiring traits: framework/data-driven, collaborative-oriented, freedom + ownership * Annual 2-3 month "sabbatical" working one day per week — an organizational resilience test, not just personal recharge * 2026 personal goal: let the organization own finance decisions and service development without Thomas's involvement * Self-knowledge insight: pre-founding psychology session revealed competitive drive — consciously channeled to sport, not business

Silo Behavior Won't Survive Here: HomeToGo's Cultural Non-Negotiable

When HomeToGo [https://www.hometogo.com] finalized its acquisition of Interhome, the company didn't just double its headcount from 750 to 1,500 overnight — it inherited a workforce carved out of a large corporate parent, operating across multiple countries with fragmented HR systems, no unified performance framework, and deeply ingrained expectations around structure that HomeToGo itself was still building. Stephanie Frenzel [https://www.linkedin.com/in/frenzelstephanie/] stepped into the CPO role in the middle of this integration, and her challenge became one of the most complex people problems a scaling company faces: how do you build a cohesive group culture across brands that need to retain their own identity, while simultaneously establishing the shared infrastructure — leadership principles, performance processes, one HRIS — that makes a group actually function as one? Her approach, balancing standardization where it matters with deliberate restraint where it doesn't, offers a playbook for any people leader navigating post-acquisition complexity at scale. Topics Discussed * Managing the people workstream of a major acquisition from day one in role * Designing a group-level cultural integration roadmap across subsidiaries of vastly different sizes and maturity * Determining which HR processes to standardize across a group versus which to leave locally autonomous * Implementing quarterly all-hands communications to maintain alignment across a distributed, multi-brand organization * Building performance management frameworks from scratch for entities that have never had them * Consolidating fragmented, country-by-country HR systems into a single group HRIS * Hiring for seniority and external experience as a company scales past the point where internal development alone can fill leadership gaps * Defining and protecting cultural non-negotiables (cross-functional ownership, enabling each other to succeed) during rapid organizational change

Why Static Culture Kills Startup Growth

In this episode of Heart of The Brand, host Roman Kirsch interviews Oana Breen [https://www.linkedin.com/in/oana-breen/], Director of People Operations and Culture at Interactive Strength [https://interactivestrength.com/]. Interactive Strength scaled from 15 to 100 employees in four years while navigating the unique challenge of building culture across two distinct workforces: corporate teams and customer-facing personal trainers. Oana's approach centers on a counterintuitive insight: culture must evolve with every new hire, not remain static. With a master's degree in organizational culture and leadership, she brings a rare academic foundation to startup people operations, focusing on intentional culture evolution rather than rigid culture preservation. Her framework uses customer feedback as a direct input for talent decisions, creating a measurable connection between hiring choices and business outcomes that most people leaders overlook. Topics Discussed * Building intentional culture evolution frameworks that allow strategic change while maintaining core values during hypergrowth * Scaling people operations from 15 to 100 employees while managing two distinct talent pools with different success metrics * Using customer feedback data as primary input for talent acquisition and performance evaluation in service-based businesses * Evaluating mid-market HR technology solutions and calculating ROI on people operations tools for 100-person companies * Managing cultural integration when hiring internationally versus building globally distributed teams for US-based operations * Implementing listening frameworks that uncover organizational needs across departments, verticals, and individual growth trajectories * Balancing AI automation in recruiting while preserving human judgment for culture fit and customer-facing roles * Designing talent acquisition processes that serve diverse customer bases without creating discriminatory hiring practices

Building Culture When 85% Work Remote, 15% In Labs

Jackie Shaw [https://www.linkedin.com/in/shawj10/] is building OneSkin [http://www.oneskin.co]'s people infrastructure from the ground up as their first in-house people leader, navigating the unique challenge of scaling culture across a 40-person remote-first team where 85-90% work remotely while their R&D scientists operate in San Francisco labs. In a longevity skincare company founded by four PhD scientists, Jackie bridges the gap between highly technical research teams and business operations, creating systems that maintain psychological safety in a high-stakes environment where experimental failures can cost millions. Her approach prioritizes proactive infrastructure building over firefighting, embedding wellness as a core career strategy rather than a perk, and using strategic context-switching to address the constantly evolving needs of a scaling startup. Topics Discussed * Building remote-first culture systems while maintaining connection between distributed teams and on-site R&D labs * Creating transparent communication frameworks that translate complex scientific work into accessible company-wide understanding * Developing psychological safety protocols for teams working in high-stakes research environments with significant financial risk * Implementing recognition systems and morale-building strategies during intense work periods and external pressures * Designing intentional onboarding experiences that begin before day one and emphasize value alignment * Managing context-switching across benefits administration, talent acquisition, culture building, and strategic planning as a solo people leader * Establishing data-driven people metrics in science-heavy organizations while maintaining space for gut-based decision making * Scaling hiring across vastly different roles from PhD scientists to graphic designers while maintaining consistent candidate experience

Hiring for Customer Empathy When You're Not the User

Stephanie Cleverly operates as a one-person people team at Because, a 30-person remote e-commerce startup selling bladder incontinence products to older adults. The unique challenge: building a passionate, engaged culture when your entire workforce is decades younger than your customer base. As the company's first formal HR hire, Stephanie has navigated everything from processing 14,000 applications for a single role to achieving 97% employee satisfaction and Great Place to Work certification—all while managing recruitment, engagement, compliance, and culture solo. Her approach centers on systematic employee feedback, responsible growth planning, and leveraging AI to scale a team of one into an efficient people operations function. Topics Discussed * Operating as a solo HR leader in a remote startup environment and prioritizing competing demands * Building candidate screening processes that assess passion and customer empathy when employees don't use the products * Managing massive applicant volumes (14,000+ applications) as a remote company using only LinkedIn for recruiting * Implementing quarterly engagement surveys to drive decision-making and achieve Great Place to Work certification * Creating scalable cultural rituals like weekly all-hands meetings that may need evolution at 100+ employees * Establishing weekly AI learning sessions to democratize tool adoption across a remote team * Planning responsible headcount growth while avoiding the mass layoff trap of overhiring * Deciding when startups should invest in people operations versus fractional HR support