Strategic Product Leader with 18+ years of success in creating customer-obsessed products that deliver commercial results.

In my recent role at Lintkree, my team and I doubled the company's revenue and users in 24 months; helping it achieve a $1.3BN valuation. Prior to Linktree, I've built products for companies of all sizes, from global corporates like Vodafone and Expedia to startups like Airtasker and SocietyOne. 

In my spare time, I give back to the product community by coaching product management at universities, speaking at product conferences, and writing on various product blogs.

My passion is to work with a technology-powered company that democratises economic opportunities for its customers.

My Skills
Business ​Strategy, Coaching, Communication, Cross-​functional ​collaboration, Cross-​team ​influence, Data ​driven ​decisions, Executive ​Communication, Executive ​Management, Leadership, Product ​Vision, Team ​Management

Hard skills: Data, Data ​Analysis, Experimentation, Market ​Research, Product ​Growth, Product ​
Management, Product ​Marketing, Product ​Roadmap, Product ​Strategy, Product ​Vision, Project ​Management, User ​Research, User ​Testing, UX ​Design

David Wang

If you're a Founder/CEO/COO who:

Is growing headcount fast
Struggles to attract the right talent
Doesn't have an internal TA function
Keeps getting dragged into fixing hiring problems

But you still need great people in the door…
Then outsource your talent function to Talent Inside.

You'll:
Hire top talent without agency fees
Build a simple hiring system your managers actually use
Improve candidate experience and offer acceptance
Get your time back to focus on running the business

Drop me a message or book a call and we'll see if I'm the right fit for your team.

Adam Cox

The best hires don’t come at a discount.

I was speaking to a founder last week about a couple of upcoming hires.

Naturally, the question came up:
“What’s the market rate for these roles?”

Then they said something I don’t hear often enough.

“If we pay market rate, we’ll get market-level candidates. We want the best there is, and we’re willing to pay for it.”

That’s refreshing.

Because too many businesses try to lowball.

Especially when they’ve approached the candidate first.

They want top-tier experience.
But they want it at a discount.

It rarely works.

The best people know their value.
And they have options.

Sometimes you do need to dangle a carrot.
Not recklessly.
Not without thought.

But deliberately.

Because the right hire isn’t a cost.
It’s leverage.

The real question isn’t “what’s the market rate?”

It’s:
What are you willing to pay for the level of experience you actually need?

I’ve always believed you pay for what you get.

If you’re scaling right now, are you budgeting for average… or for exceptional?

I help Founders, CEOs, People Leaders & COOs of scaling companies make 20+ hires | Fractional Talent Leader | No Agency Fees, Just Results

Hiring probably isn’t the thing you wake up thinking about as a founder.

Product is.
Revenue is.
Cash flow is.
Strategy is.

Hiring sits somewhere in the middle.

Important.
But rarely urgent.

Until it is.

I see this a lot in scaling businesses.

You know the next few hires matter.
You know the team is stretched.
You know growth depends on getting the right people in.

But diaries are full.
Decisions are delayed.
Interviews get squeezed between meetings.

No one is doing anything wrong.

There’s just no space.

And the problem is, hiring doesn’t shout.
It fails quietly.

Roles stay open longer than they should.
The team absorbs the pressure.
Momentum slows slightly.

Then slightly more.

Scaling doesn’t usually stall because of a bad strategy.

It stalls because the people engine isn’t keeping up with the ambition.

If you’re growing right now, ask yourself:
Is hiring getting your leftover time…

Or protected time?

We didn’t lose the candidates in interviews.
We lost them in the gaps.

I was once working with a client where the hiring process looked solid on paper.

- Decision-makers were engaged.
- Feedback was quick.
- Conversations were clear.

Everything you’d want.

But things kept stalling.

- Not in interviews.
- Not in decision-making.

It was in the handover.

- Once candidates moved into the offer stage, everything slowed down.
- Offers took too long to go out.
- Feedback was dragging.
- Communication dropped.

And then candidates pulled out.

- On the surface, it looks like they’ve accepted another role.
- Or changed their mind.
- Or “it wasn’t the right fit”.

But that’s rarely the real reason.

What actually happened is momentum was lost.

- Candidates felt uncertainty.
- Silence created doubt.
- And doubt gave them space to move on.

This is where speed vs quality quietly shows up.

The hiring decisions were high quality.

But the execution couldn’t keep up.

And in hiring, perception is reality.

The best candidates don’t wait around for internal handovers to catch up.

Where does momentum tend to break in your process?

taplio

The Battle

David Wang

Adam Cox

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taplio

The Battle

David Wang

Adam Cox

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Adam Cox's LinkedIn Performance

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