Recruitment expert Alexa Booth da Silveira breaks down how to define the right hire, write job descriptions that attract them, and spot a genuinely good candidate.

Recruitment specialist Alexa Booth da Silveira walks through a practical hiring framework: define the role and required competencies before you post it, write outcomes-focused job descriptions instead of wish lists, and use structured interviews and paid skills tests to separate a great CV from a genuinely great hire. She also tackles the experience-versus-attitude debate, arguing that curiosity and resilience often predict long-term success better than years on a resume.

Key Takeaways

- Define the role before you search for the person. Get specific on required skills, culture fit, and measurable outcomes first — structured interviews built around real-world problems reveal whether someone is actually right for the role.

- Write an action list, not a wish list. Job descriptions should be concise, outcomes-focused, and highlight growth opportunities rather than piling on every possible requirement.

- Don't ignore attitude red flags in interviews. Interviewers often excuse poor attitude as nerves — but attitude issues rarely disappear once someone is hired.

- Test skills, don't just read them on a CV. A paid skills test tied to a real problem the role requires, plus reference checks, reveals whether claimed results hold up.

- Attitude and curiosity can outweigh raw experience. Skills can be taught if someone has the right mindset — resilience and curiosity often predict long-term performance better than years of experience.

Frequently Asked Questions

What's the first step to hiring the right person?
Define the role clearly first — required skills, culture fit, and measurable outcomes — before writing the job post or interviewing anyone.

How should employers write job descriptions?
Keep them concise and outcomes-focused, like an action list rather than a wish list, and highlight real growth opportunities.

What's the biggest mistake employers make when interviewing?
Talking too much and asking generic questions that don't probe for real examples of impact, while excusing attitude red flags as nerves.

How do you tell a strong CV from a genuinely strong hire?
Use a paid skills test tied to a real problem the role requires, then check references and compare consistency against what's claimed on the CV.

Does experience matter more than attitude when hiring?
Not necessarily — attitude, curiosity and resilience often predict long-term success better than experience alone, since skills can be taught.

About the Guest

Alexa Booth da Silveira is a recruitment specialist who helps businesses build effective, structured hiring processes — from defining roles and writing job descriptions to screening for skills and culture fit.

#Hiring #Recruitment #JobDescriptions #CandidateScreening #HiringProcess

How to make your agency stand out from competitors without competing on price. Mads Singers on positioning, niching by deliverable, and why clarity beats breadth.

Every agency says it does everything for everyone — which is exactly why nobody remembers any of them. In this episode of Agency

Uncovered, Mads Singers explains how agencies actually differentiate: stop competing on price, lead with the value you create, and get specific about who you serve and what you deliver. He argues that real niching is about picking a repeatable deliverable, not just an industry, and that saying yes to out-of-process work is one of the fastest ways to stall growth.

He also covers what to do when your positioning is not attracting the right clients — starting with structured feedback from your ideal customer profile.

Key Takeaways

- Do not compete on price. Compete on value: if you can argue two grand in makes five grand out, price stops being the conversation.

- Specificity sells. “We build websites for dentists” beats “we build websites” every time, even against bigger competitors.

- Niche by deliverable, not by industry. The question is what one thing you do repeatedly — not which vertical you happen to serve.

- Under-promise and over-deliver. Keep every promise you make; it is still the cheapest differentiator available.

- Communicate it relentlessly. If a visitor cannot tell from your site who you help and what you do, they assume you cannot help them.

- Saying yes to off-process work hurts you. Money from out-of-scope requests splits your attention and stagnates growth.

- Solving a specific pain point is more attractive than selling a service — but test both; demand sometimes points somewhere you did not expect.

Be willing to pivot. Agencies disrupted by AI survive by spotting adjacent needs their customers already have.
No repeatable process means the owner is the bottleneck — no days off, and a hard ceiling on revenue.
If positioning is not landing, ask your ICP directly. Consistent feedback across many conversations is signal; one opinion is not.

Frequently Asked Questions

- How do you make your agency stand out from competitors?

- Is having a niche enough to differentiate an agency?

- Should an agency niche by industry or by service?

- How important is positioning to agency growth?

- Should an agency sell a service or solve a business problem?

- What should you change if your positioning is not attracting the right clients?

About the Guest

Mads Singers is a management coach and the founder of Aristo Sourcing. He has coached hundreds of agency owners on positioning, process and people management.

#AgencyPositioning #NicheDown #AgencyGrowth #MarketingAgency #AgencyOwner #Differentiation #ValueBasedPricing #AgencyUncovered #MadsSingers #ICP