Starting over builds different muscle

Mahmoud had built a strong reputation in Egypt, worked at one of the biggest companies there, and had a solid network. Then Covid hit and he made a decision that most recruiters avoid: leave it all behind and rebuild from zero. "I came here and nobody knew who I am. I had to start everything from scratch. I had to build a network again from scratch." He took a mid-level role at a media company knowing the level didn't matter. What mattered was learning the market, understanding how hiring works in a different culture, and building credibility again. "I didn't really care about that because I knew that will come at the right time."

The work isn't done when you leave

Even after moving to Amsterdam, Mahmoud stayed connected to the Egyptian recruiting community. He runs mentorship programs, hosts sessions, and answers questions from recruiters trying to navigate the market. "It's something that I'm so passionate about." He described helping a recruiter who felt stuck in their career, walking them through how to build a portfolio, structure their profile, and position themselves for better opportunities. The result: that person landed a new role within a month. The lesson isn't just about generosity. It's about understanding that recruiting is a network-driven function, and the people you help today shape the market you work in tomorrow.

Discomfort is the actual job

Mahmoud was honest about something most recruiters don't say out loud: "I always think that I should know more than where I'm at right now." That internal push keeps him uncomfortable, forces him to take on roles he hasn't hired for before, and drives him to keep learning. "I genuinely love recruitment. I love talent acquisition. I cannot see myself doing something different or outside of this industry." But love isn't enough. He's competitive, driven by a background in sports, and believes that staying comfortable in recruiting is the same as falling behind.

Intake is still broken

When asked about the hiring process, Mahmoud pointed to the same problem that shows up in every TA conversation: intake meetings. "A lot of the times hiring managers don't really have the time to really discuss everything. They're busy. They have other priorities." The result is vague requirements, shifting expectations, and wasted effort downstream. His fix: structured intake sessions that force clarity upfront.

"I have specific questions that I ask in a specific order, and I don't let the conversation move forward until I get proper answers."

That structure creates accountability and prevents the classic TA trap of spending weeks recruiting for the wrong thing.

AI speeds up admin, not decisions

Mahmoud uses AI for scheduling, initial outreach, and candidate summaries. But he's clear about the limits.

"I still think that the human touch is necessary. A lot of candidates, they want to speak to a human. They want to know that there's someone behind the screen."

He described using AI to draft messages, then editing them to sound like himself. The tool removes friction, but it doesn't replace judgment. That split, automation for repetitive tasks and human attention for relationship work, is how he thinks about the function evolving.

The takeaway

Mahmoud's career path reinforces a pattern: the recruiters who succeed long-term aren't the ones who stay in one market, one specialty, or one comfort zone. They're the ones who move, rebuild, stay curious, and treat discomfort as feedback that they're still growing. Hiring is a network function, and networks require maintenance. The work doesn't stop when you close a role. It continues in how you support others, stay visible, and keep learning.