Categories: ArticlesPublished On: June 15th, 2021

Turazo co-founder Pete Cipollone sees opportunity in the talent space

Kim Grant

Turazo is proven relationship-based recruiting software for internal mobility, candidate experience, mentoring, and proactive sourcing.

What unseen opportunities did you see that may result in making Turazo a huge success?

Pete: Turazo HR networks deliver human-to-human connections with high engagement, actionable data streams, and timely results. Our earliest companies wanted novel approaches to recruiting and retaining great people. Candidates wanted a humane process, one that was less opaque and deflating. But we also saw a Prisoners’ Dilemma where companies said, “Current processes and tactics are not great, but all of our competitors are doing them, so we have to, too.”

If you had asked me in 2019 about the catalyzing factors for Turazo, I would have given some economist-like answer. About changing conditions in the labor market and the need for most companies to fish more successfully in less crowded ponds. About companies needing to differentiate their employer brands in the face of people-hungry behemoths with gobs of cash to make huge offers.

And I would have been wrong. The pandemic shattered traditional ways of recruiting and retaining great employees, creating space for new, technology-led-but-still-human-centric approaches like Turazo.

The last 16-plus months created space for companies to re-evaluate existing hiring processes. When they started re-hiring after freezing it, traditional approaches were not working or were not even possible, like in-person career events. Companies also looked in the mirror and committed to being more inclusive and holistic in making offers. This requires candidates and employers to engage and assess each other in ways that technology alone can not solve. But Turazo can.


How did you hire Turazo’s early employees?

Pete: We have a great mix of people. Our first hires were athletes training for the Olympics. We needed part-time people willing to throw themselves into their jobs. Early hires included Elana Meyers-Taylor, a famous bobsledder and multi-Olympic medalist, and a Skeleton athlete who taught himself to write code. Michael Colella eventually became full-time, left for a few months, and returned as our first “boomerang.”

We put our money where our mouths are. We identify people motivated by our mission and possessing core attributes for success, rather than on where they have worked or gone to school. We seek teammates with diverse experiences and backgrounds. They bring new perspectives and we’re very motivated by learning from others.

We’re big fans of the relational approach that we advocate for our customers. After Kevin Collins and I met in early 2016, he would attend team meetings from time to time, volunteering product and technology insights that helped us immeasurably. Over time, it became clear we had a great fit and Kevin joined as our full-time CTO. 


What are Turazo’s biggest value propositions?

Pete: Data privacy and customer branding are extremely important to our customers. So we built for that, making a platform that’s easy to launch yet feels totally tailored to our customers’ business requirements.

Customer experience is another value prop. When we help customers achieve their business goals, they are likely to be customers for a long time. When we go even a little above and beyond, it gets noticed. To do that we really have to understand our customers’ problems and show them how Turazo helps surmount those problems.

Read Turazo’s founder story here.

Pete reflects on his path here.