Career Journeys in Talent Acquisition: Geeta Jones

Thanks for reading! This series is designed to shine a spotlight on Talent Acquisition professionals and highlight their career journeys and learnings so far. Today, we're joined by Geeta Jones. If you'd like to be next, please reach out to a TTC Community Manager.

Introduce yourself in one sentence:

I'm Geeta Jones, a global Talent and Executive Search leader with over 20 years' experience helping organisations build exceptional leadership teams through growth, transformation and change.

Can you walk us through the key milestones in your career in the talent acquisition space? What were some pivotal moments or decisions that shaped your journey?

I started my career in agency recruitment, building a strong foundation in search, sourcing and talent markets, before moving in-house and progressing into senior TA leadership roles.

Key milestones include becoming Head of TA at Avon and Estée Lauder, where I built and transformed regional TA functions, then moving into executive search leadership at GFG Alliance, Beamery and Ocean Technologies Group. Across these roles, I’ve built teams, created TA strategies, delivered executive hiring and helped organisations scale through periods of growth and transformation.

The biggest shift in my career has been evolving from recruitment delivery into a strategic talent leader — connecting workforce needs, leadership capability and business growth.

In this rapidly evolving industry, what strategies or practices have you adopted to continuously enhance your skills and stay ahead of the curve? Do you have any resources or learning methods you'd recommend to others?

I’ve always believed that successful TA leaders need to stay curious and keep evolving. Over the years, I’ve continuously developed my skills by combining industry insight, peer networks, market research and hands-on experimentation with new technology.

More recently, I’ve focused heavily on AI, talent intelligence and how data can transform TA from a reactive recruitment function into a strategic workforce partner. At Beamery and Ocean Technologies Group, I introduced AI-enabled tools and data-led approaches to improve sourcing, decision-making and hiring outcomes.

My advice is to stay close to the market, learn from other leaders, test new approaches and always connect new technology back to the business problem you are trying to solve.

What has been the most challenging aspect of your career in talent acquisition, especially when you were actively seeking work? How did you overcome it, and what advice would you offer to others facing similar hurdles?

One of the biggest challenges has been navigating uncertainty in the TA market, particularly at present as senior leadership level opportunities are fewer, with many credible candidates on the market and hiring cycles are longer.

I remain positive by staying focused on the value I create, not just filling roles, but building talent strategies, creating executive search capability, reducing costs, and helping organisations make better workforce decisions that drive business outcomes and value creation.

My advice would be to stay connected, keep learning especially AI and how we can reduce administrative burden on the TA / Exec Search Team so we continue to be seen as strategic talent advisory partners, aligned to business outcome and clear on the impact we deliver. Your experience, commercial understanding and ability to solve business problems are what differentiate you.

The recruiting world can be fast-paced and demanding. How do you strike a balance between your professional commitments and personal life? Are there specific routines or rituals you follow?

Talent acquisition is naturally fast-paced, particularly when partnering with senior leaders and managing critical hires, so I’ve learned that balance comes through discipline and prioritisation.

I plan my week carefully, create space for strategic thinking, and focus on outcomes rather

than simply being busy. I also believe strongly in setting boundaries and switching off properly outside of work, as that helps me bring more energy and perspective back into my role.

For me, maintaining balance is about staying organised, protecting time for what matters, and creating sustainable high performance, both for myself and the teams I lead.

As someone involved in talent acquisition, you've likely witnessed various technology and trend shifts. Which technologies or trends do you believe have had the most significant impact on the industry, and how have they influenced your role?

The biggest shift I’ve seen is TA moving from a transactional recruitment function to a more strategic, intelligence-led discipline.

Technology such as ATS platforms, CRM tools, talent intelligence and AI-enabled sourcing has transformed how we map markets, identify talent and provide insights to leaders. At Beamery and Ocean Technologies Group, I used tools such as Ashby, Metaview and AI workflows to improve sourcing effectiveness, hiring quality and decision-making.

However, particularly in executive hiring, I believe technology should enhance rather than replace human judgement. The future of TA is combining AI and data-driven insights with the relationship building, assessment and storytelling skills that create great hires.

For those entering the talent acquisition space or those looking to pivot within it, what's the one piece of practical advice you'd give to help them thrive, especially if they are actively job-seeking?

My advice would be to become a talent advisor, not just a recruiter. The strongest talent professionals who will survive in todays market need to understand the business they support, the markets they operate in and the commercial impact of the decisions they influence.

For anyone job seeking, focus on your value and the problems you can solve, not just the roles you have held and filled. Keep learning, build genuine relationships before you need them, and stay visible. Your network and reputation are often what create the next opportunity.