Leadership Team

We are led by people with a wealth of experience in recruitment. Our teams of consultants and resourcing specialists who focus on specific skills within our chosen disciplines. Meet the team who are the driving force behind the company today.
     

Simon Clarke - Managing Partner


Simon is one of Harnham’s founding partners and is still very much involved in the day to day management of the business and very proud of the brand and its success to date.

Within his 15 years in specialist recruitment, he has consistently supplied large corporate customers and built a number of successful divisions and companies during this time; he is highly regarded as a well-respected name within the industry.
   Simon Clarke - Harnham
 
 

David Farmer - Senior Partner


David’s career has spanned 10 years in recruitment across the IT, Pharmaceutical and Data & Analytics markets, and is recognised as an expert in the analytics market. His roles have included consultancy for global brands to improve hiring processes and the development of highly successful recruitment campaigns.

As a founding partner of Harnham, David has established teams across Credit Risk and Data & Technology within the UK, alongside setting up an international team to offer the full remit of recruitment services into Germany. 
   David Farmer
 
 

Kat Heague - Partner


Kat started her recruitment career in 2003 focusing on the IT market, working her way up from graduate to a manager with responsibility for leading a team and setting up a new office. 

She joined Harnham and initially focused on developing our Marketing and Insight, and Digital Analytics recruitment offering; working with a variety of customers from SMEs right through to blue chip companies within a range of industry sectors. Kat now heads up our Major Accounts division.
   Kat Heague
 
 

Stephanie Brooks - Senior Vice President


Stephanie brings over 10 years of commercial business development success and technical recruitment expertise to Harnham. She has built three businesses from the ground up and specializes in exceptional delivery to customers across start-ups and large global organisations.

Stephanie joined in 2016 to head the USA business for Harnham Inc. and drive the rapid growth strategy for the region.
   

Stephanie Brooks Harnham

 

 

Alex Hutchings - Director


Alex has over 10 years specialist IT recruitment experience, which has seen him create, and manages large new business teams for some of the UK’s leading IT recruitment firms.

Now, as Director of Harnham’s European business. Alex has established a core team of recruitment specialists, who, together are expanding our presence across Europe. Focussing on the Benelux, Nordics and German regions. His team are all native speakers in their relative markets, with a specialism in Data & Analytics. This mix is what sets us apart from the competition!
   Alex Hutchings
 
 

Mark Bremer - Director


Mark joined Harnham in 2015 after 8 years working for one of the UK’s largest recruitment firms. With a background working across a number of industry sectors his experience has been invaluable in continuing the growth of Harnham.

With over 5 years’ experience within the Contract markets, Marks brief was to expand and develop the team to ensure we continue to offer the full remit of recruitment to our diverse client base.

   Mark Bremer
 
 

Sam Jones - Director


Since graduating from The University of Liverpool in 2008, Sam has specialised in Data & Analytics recruitment and has played a key role in building some of the UKs most successful analytics teams.

He joined Harnham in 2013 to build our Digital Analytics team, and now manages Marketing & Insight as well as Data Science. His teams recruit for clients throughout the country across many industry sectors and are widely recognised as the leading data & analytics recruitment team in the UK.

   Sam Jones
 
  

Emma Reynolds - Head of Finance


Emma qualified with Ernst & Young in 2006 and has subsequently worked as a Financial Controller in the recruitment industry in both the IT and Finance sectors, helping these businesses better understand their financial performance and plan for the future.

She joined Harnham in 2015 as Head of Finance, with responsibility for developing the finance function to support the growing needs of the business. Emma is focussed on improving reporting, processes and financial management to ensure we can continue to meet the challenges of the recruitment market and economic climate.

   Emma Reynolds
 
 

Marcus Headicar - Head of Operations


Marcus started life in the recruitment space as an IT recruitment consultant in 2005. Having relocated back to the UK in 2011 he joined Harnham as a project manager in our operations team.

Now responsible for IT, marketing, facilities and major projects, Marcus is focussed on ensuring the continual improvement of our internal and customer facing systems and processes. Looking ahead, Marcus will have his hands full as we continue our international expansion across the USA and Europe.

   
 
 

Georgina Lansdale - Head of Talent Management


George joined Harnham in 2014 and was initially tasked with setting up our Human Resources and Internal Recruitment functions. Since then, she’s completed a Masters part-time at Kings College London in Human Resources and has emigrated to our New York office.

Currently, George looks after all of Harnham’s HR globally and the Internal Recruitment for our US offices.

 

   

Georgina Howell

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Harnham blog & news

With over 10 years experience working solely in the Data & Analytics sector our consultants are able to offer detailed insights into the industry.

Visit our Blogs & News portal or check out our recent posts below.

Our Interview with Amit Jnagal

Our Interview With Amit Jnagal, CEO Of AI Firm Infrrd

Amit Jnagal is the CEO of Infrrd.ai, an award-winning Artificial Intelligence software firm in San Jose. We reached out to learn what had inspired Amit to start the business and what trends he predicted for the future of the industry. In addition, we asked his take on diversity in business as well as what he looked for in prospective candidates. Here’s what he had to tell us. What inspired Infrrd.ai? It’ll be ten years next month that I started Infrrd. The same age as my son, who inspired it. Well, I’d wanted to start a venture of my own since I graduated and spent the next 12 years working for two large organizations. These experiences led to work with some exceptionally talented people. So, being a forward-thinker, I made a mental list of their names and resolved to have them work for me once my own venture took off.  I was cruising with a high-flying career when our first child was born. It was then I realized if I was ever going to start something of my own, the time was now. So, I quit my corporate job when my son was 10 days old and got to work. I’ve been an entrepreneur ever since and was successful in getting most people on my mental list to join me - some agreed in a second, some took a couple of years of convincing, a few took more than five years, and there are a few people that I am still working on. While I’ve had my share of failed ventures, this is my success and it’s taken a decade to get here.  How have trends in the industry affected your business and what do you see in the future of say, the next one to five years?  In my more than two decades of experience, I have witnessed two revolutions which have fundamentally changed the way the world works. The first was the advent of the internet and the second was smart phones.  We are at the beginning of another such revolution in AI. It amazes me still, the things we can do for our clients using AI for automation. The demand means jobs, yet at the same time, there are a few which will cease to exist, which I wrote about earlier this year.  My son, now 10-years old wants to be a pilot when he grows up. But I suspect that will be one of the jobs which ceases to exist by the time he enters the workforce. AI is here. And over the next one to five years, it’s important for businesses to know how to redesign their business around it. In order to thrive, they’ll want to be AI enabled. What are your recommendations for building a team within a startup? Where do I start? Well, I have plenty of recommendations of how to NOT to build a team within a startup. But when you’re first scaling your business, there are different phases as you start up. As you grow, you’ll need people with different specializations.  During the first few years, you’ll need people who are generalists - folks who are happy to do whatever needs to be done to move the company forward. Sales on Monday, Customer Support Management on Thursday, and throughout the week continuing to build the product. People who thrive on ever-changing responsibilities would do well in the beginning of a startup. In fact, it’s impossible to get off the ground without them.   But if they do their job right and you start to grow, a time will come when you will need specialists that can create a system for each part of the organization and scale it. This is when you start hiring separate VP of Sales, VP of Customer Success, VP of Marketing, and fine tune your leadership within your data professionals team; let them build their teams. People who get the startup started and those who scale it have very different skills and styles of working. It is important to get the right people at the right time. What are some things to consider both as a business and a candidate in regard to diversity?  Here’s an answer that you might not expect. You need to consider nothing when it comes to diversity; rather you need to 'un-consider' stuff that might cloud your judgement.  With experience, everyone starts collecting heuristics that prejudice how they look at people. More often than not, this prejudice blocks you from hiring people by 'considering' heuristics that are irrelevant. Learn to evaluate people for what they bring to the table rather than their demography.  I was surprised when we won the diversity award for 2018. I had never looked at my team using a demography lens to figure out what kind of people to hire. To our mind, as long as you have the right skill and experience to do the work, you’ll get a shot at proving yourself at Infrrd. What are companies like yours looking for in a candidate hire?  We go through a ton of profiles before we make an offer to someone. What we look for in a candidate varies by experience.  At the entry level, we look for people who have shown some spark and done something that most other people have not - creating new algorithms, getting certified in some technology, presented paper at conferences or technical events, etc.  For mid-level hires, our primary concern besides skill is whether this person exhibits our values and if he or she will gel with our team. High performers are great. But make sure they’re a good fit with the rest of your team. Remember when I said I knew how NOT to build a team? We’ve had our fair share of people and teams who just didn’t click and it was detrimental to business.  At a senior level, we look for good experience, shared values and an ability to lead people. A good leader can get outstanding results from any team. That is what makes an awesome leadership hire for us. If you’d like to learn more and are interested in working with AI. Check out our current vacancies or contact one of our expert consultants to learn more. For our West Coast Team, call (415) 614 - 4999 or send an email to sanfraninfo@harnham.com.   For our Mid-West and East Coast Teams, call (212) 796 - 6070 or send an email to newyorkinfo@harnham.com.

The Art And Science Of Tech In HR

The Art & Science Of Tech In HR

Human Resources. Talent Acquisition. People Officer. No matter what title a person has whose responsibility is finding the right person, for the right job, at the right time, the heart of the matter is they’re dealing with people. You know, humans. So, as the word “tech” becomes a suffix to every industry, think FinTech, MarTech, AdTech, and so on disrupting the old ways to make way for new, more efficient ways, what does that mean for the human resource industry? While there remains some concern about the industry in the age of the fourth industrial revolution, for the most part, many companies see technology in HR as good overall. But first, let’s get some misunderstandings out of the way. What Tech in HR Is Not Automation, Robotics, and AI are not taking over jobs, they’re helping to make a Hiring Manager’s job easier. By automating certain processes, it can give hiring professionals the time they lack to get back to the human side of things. You know, human-to-human communication. In fact, it’s not really disrupting jobs at all, rather it’s disrupting tasks. It’s either substituting or augmenting, just as humans do but wish they didn’t have to, so they could spend more time on the people side of things. Though we’ve mentioned a few things, Data Science in HR is not, there still remains some debate. Check out this article on whether or not Data Science will save the industry or forever change it leaving years of best practices in the dust? What Tech in HR Means for Growth Today’s tech world is a robust ecosystem of art and science. In Human Resources, the merging of a person looking for a job with a company looking for someone qualified to fill it takes a delicate touch of personality and technical prowess. HR has always been a science, of sorts. Now, it’s got the tools to help your company grow and keep up with your competitors. These tools include software applications which can offer improved reporting metrics, people analytics, Machine Learning, and NLP to help you improve such areas customer service. Would you rather have a person at the computer 24/7 or a chatbot to answer basic questions until a human can get online and take the conversation further? This is just one way in which technology is helping to improve the industry, not hurt it. Besides, when your customers are happy, so is your company’s bottom line. There is not a one-size-fits all approach and as technology learns to navigate the complex systems of people, businesses, and their behaviors, but there is much to learn. However, with the near limitless storage, computer processing ability and availability, and data models for predicting outcomes, the sky really is the limit. The mark of HR will be its ability on using data to steer the organization’s future with an upskilled and reskilled workforce. How to Not Get Left Behind There’s comes a time in every organization’s life in which it knows what it needs to grow, but isn’t yet ready to part with the old ways. The only problem, especially in today’s world, is that world doesn’t wait, and if you’re not ready and willing to pivot, you could get left behind. KPMG International’s Future of HR global study, which surveyed 1,200 global HR executives, reports conflicting attitudes and approaches to the challenge between action and inertia. According to the report, only 41% of respondents recognized the need for transformation but were in a “wait and see” position, while 72% of CEOs reported they’d rather be the disruptor than the disrupted. So, where is the disconnect? We know now, that even with a degree, pedigree, and a solid set of technical skills as a foundation, transformation is happening at a breakneck speed. So how can companies ensure their employees can keep up? One of the hottest topics across industries is reskilling and upskilling. Following in the footsteps of Google, IBM, and Microsoft, businesses today are more focused on ensuring individuals can demonstrate their skills, not just list them on a document. Think skills assessments and simulations, practice projects, virtual and mock experiences. It’s the “try before you buy” model. This is a near 360-degree shift from historical practices.  Every industry had its growing pains as it marched forward toward progress, but with the demand for highly skilled data professionals who can also resonate at personal level across the business landscape (read: soft skills), then the potential, if executed well, could be a boon for the industry.  Disruptions are meant to shake up the way we do business and answers the needs of our buyers. Easier, faster, more efficient, smoother, and the list goes on. Technology can free up time by taking on those repetitive and redundant tasks, giving you more time to be with your customer, whoever and wherever they are. Are you looking for a new opportunity in Data & Analytics? We may have a role for you. Check out our current vacancies or get in touch with one of our expert consultants to learn more. For our West Coast Team, call (415) 614 - 4999 or send an email to sanfraninfo@harnham.com.  For our Mid-West and East Coast Teams, call (212) 796 - 6070 or send an email to newyorkinfo@harnham.com.