1. Could you introduce Chapter 2 and its mission and explain how your model is shaping the recruitment landscape
I founded the business in early 2020, just two weeks before COVID hit, which was a very turbulent time for talent acquisition, as nobody was hiring. The business came out of a frustration I experienced during my time helping scale a fast-growing company called Oliver. One of the biggest challenges we faced was talent acquisition: the cost, the transactional nature, the inefficiencies.
I wanted to create a product that solved that problem, how can companies attract and nurture talent without breaking the bank? I built the Chapter 2 model within the walls of Oliver initially and realized that if it solved our problem, it could solve others’ too.
We operate with three key pillars. First, our people: seasoned talent acquisition professionals who embed themselves into our clients’ organizations and truly live and breathe their ecosystem. Second, our technology stack: both proprietary and best-in-class tools that support our team’s efficiency. And third, our creative agency, which crafts employer branding and content to help our clients attract the best talent. We believe recruitment is as much about marketing as it is about HR.
2. What’s the importance of Jersey for Chapter 2 and why did you decide to set up here?
I moved to Jersey in 2017, as my wife is originally from here. Over time, I realized the island has a wealth of untapped talent, particularly in marketing and digital. So, we run all of our marketing communications and employer branding from Jersey. The island offers not only a great talent pool but also a rare work-life balance. You’re 35 minutes from London, yet you enjoy the safety, calm, and quality of life that Jersey brings. It’s a unique combination.
3. Jersey is positioning itself as a hub for innovation and entrepreneurship. How has the island’s ecosystem supported Chapter 2’s growth?
While Chapter 2’s business is UK- and Germany-focused, Jersey has given us a solid foundation and home base. I’ve leaned into the digital and tech community here to get the business off the ground. It’s been a supportive environment, even if our client-facing operations are mainly in larger markets like the UK and now the US.
4. Tell us about your international presence and your upcoming plans in the US.
We operate mainly in the UK and Germany, but we also have teams in Johannesburg, Bangalore, and Singapore. Our sights are now set on the US, which holds massive opportunity. There are about a billion profiles on LinkedIn, and 350 million of those are in the US. That’s a huge addressable market.
We’ve already grown 82% over the last two years. We believe our model will perform well in the US, which is why one of our executive leadership team members is relocating to New York to lead the expansion. We already have clients in Boston, Dallas, and New York. We'll be starting on the East Coast before eventually expanding to San Francisco.
5. How competitive is the US market for your kind of recruitment services?
There’s no one doing exactly what we do, which is an embedded recruitment model supported by in-house creative and proprietary tech. Our closest competition is either similar-sized companies or larger RPOs like Korn Ferry or Alexander Mann. But we’ve found a unique niche.
6. What types of jobs do you recruit for, remote, in-office, hybrid?
Pre-COVID, remote work barely existed. During the pandemic, remote-first became the preference for candidates. But now we’re seeing a trend where companies want employees back in the office for culture and mental health reasons.
There’s no one-size-fits-all. Some clients want to scale digital teams but can’t afford talent in expensive cities like London or New York. So, they’re hiring remotely from lower-cost regions. It’s about balancing budget, quality, and geography.
7. How do you see Chapter 2 and the recruitment landscape evolving over the next five to ten years?
Chapter 2 and the industry as a whole are heading into the world of Agentic AI. AI will take over many repetitive tasks like outreach and data processing, allowing human recruiters to focus on strategy and eliminating bias. Teams will shrink in size, but become more strategic.
We’re embracing AI to streamline our workflows. Those who don’t adopt AI will be left behind. In the next three to five years, talent teams will look very different.
8. A final message to Newsweek readers about why Chapter 2 and Jersey are uniquely positioned to meet the talent needs of the future?
Jersey is an exceptional place to live and work. It offers the rare combination of career opportunities and real lifestyle quality. You can have a strong career in finance, tech, or regulation, and still enjoy a balanced, safe, beautiful environment. I always say: in Jersey, you can have your cake and eat it.
9. Anything else you’d like to add?
The industry is evolving. Companies will start asking two key questions when hiring: Can AI do this? And if not, should we hire a contractor? Because of global instability, many businesses don’t want permanent headcount.
We’ve launched a contractor product that mirrors platforms like Malt. Freelancers create profiles on our platform, we scope their work, and hiring managers get access to curated talent, SaaS-style. It’s fully IR35 compliant. We’re also in talks with Malt’s ex-MD to join our team.
10. And finally, tell us about your partnership with Steven Bartlett.
In 2023, Steven Bartlett, of Dragon’s Den and Diary of a CEO fame, invested in Chapter 2. We’ve known each other for years. He’s passionate about talent, people, and culture. His involvement has elevated our industry and brand.
We’ve hosted joint events with him at places like Google and LinkedIn. These aren’t commercial, they’re about giving back to a sector that’s been battered by economic instability and automation. He’s a shareholder now and an important voice in what we’re building.
It’s been a major boost, not just in visibility, but in community-building for the talent acquisition world.
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