The People team owns the full employee experience at Recart. From the moment a candidate first hears about a role to the day they're fully embedded in the team. Recruitment, onboarding, benefits, office life, and the rhythms that keep a distributed-yet-Budapest-rooted company running well.
Recart is a ~40-person company that moves fast, hires deliberately, and cares about the quality of its environment. The People team makes that possible. They're the ones coordinating hiring across every function (Engineering, Product, CS, Growth, and Operations) while simultaneously running the Budapest office, managing benefits, handling legal employment administration, and making sure the day-to-day experience of working at Recart actually reflects what the company says it values.
This isn’t an HR team sitting in the back processing paperwork. From recruitment through onboarding and all the way to creating the rituals and experiences that shape our culture, we’re involved down to the smallest details.
Sales & outbound
The People team is small and highly autonomous. Recruitment in particular happens in close partnership with the CTO (for Engineering), the Head of Product (for Product/Design), and the Head of Operations. Meaning the People team isn't an intermediary but a co-decision-maker throughout the process.
Hiring at Recart is taken seriously: candidates go through structured home assignments, on-site interviews, and written debrief notes that everyone reads - including a culture check, because the right technical fit and the right cultural fit both matter here. The team tracks active pipelines, sends weekly updates, and moves quickly when there's a strong candidate.
You'll do well here if you see People work as a direct lever on company growth, not just a support function. Every hire shapes the team. Every onboarding experience shapes the culture. Every ritual you invent or kill either makes Recart a better place to work or a worse one.This is still early enough that you're not inheriting a finished system, you're building one. The processes, the candidate experience, the way new people are welcomed in, the habits that stick - a lot of that is still being defined. If that sounds like a burden, this probably isn't the right fit. If it sounds like an opportunity, it is.The role comes with real visibility: you'll work directly with the CTO on engineering hiring, with the Head of Operations on everything operational, and your decisions land quickly and visibly in a team of 40.
3 people covering People Operations, Recruitment, and Office Management, reporting to the Head of Operations.
"We have two PM second rounds next week, a Backend onsite, and an offer pending - keep all three moving without losing anyone."
"We want people in the office, but we're not mandating it. Figure out how to make presence feel worth it, and build the hybrid setup that makes that possible."
"A candidate applied 3 weeks ago and never got a response. Figure out what happened and fix the process."
"Engineering wants to do on-site interviews again instead of remote. Align calendars with the CTO and update the process."
"Power Week is in two weeks and we have people flying in from three countries - own the logistics end to end."
"The all-hands has become a formality. Redesign it so people actually look forward to it."
"CS is getting a new commission structure. Think through what it means for how people are managed and onboarded into it."
"We need a system to track headcount planning, hiring status, and org structure in one place. Find it, set it up, make it stick."
"You're reading the result of this one: the careers page needed a redesign, so we redesigned it."
