Vikna Prakash, Founder of Scaling Theory, Trichirappali, talks about experiencing both the inefficiencies of traditional recruitment and the challenges of failed ventures, identified a gap in product hiring agencies which led to the creation of the company. For him, success isn’t just about growth—it’s about impact, shared success, and building a legacy that lasts.
What inspired you to start ScalingTheory in an overcrowded recruitment market, and how did you identify the gap?
Hiring the right talent for technology product companies was a constant struggle. The demand for niche, high-quality candidates far outpaced our internal capacity, and traditional recruitment consultancies failed to bridge the gap. Despite offering competitive payouts, they often went unresponsive, shared irrelevant profiles, or abandoned the process midway. I realized the issue lay in their approach—bulk hiring for IT services, prioritizing quantity over quality, minimal recruiter training, poor incentives, and high attrition. That is why I founded ScalingTheory, a talent advisory firm built for product hiring. We focus on precision sourcing, deep candidate engagement, and structured recruiter training. Our model emphasizes quality over volume, clear career growth for Talent Advisors, and strong incentives, ensuring motivation and stability. We operate like a product startup, understanding the urgency and challenges of scaling teams. At ScalingTheory, we do not just fill roles—we build high-performing teams by aligning recruitment strategies with the real needs of product companies.
What are some common mistakes you see companies make when hiring, and how does ScalingTheory avoid them?the gap?
Hiring is a crucial business function, yet many companies make mistakes that lead to delays and poor hires. I have seen companies choose agencies based on brand name rather than expertise, overlook recruiter skills, and disengage from the hiring process. Some assume hiring managers know more than recruitment experts, leading to unrealistic expectations, while unclear JDs and slow feedback cycles further disrupt hiring. At ScalingTheory, we address these gaps with a specialized, data-driven approach—focusing on precision sourcing, structured recruiter training, and a collaborative hiring process. We provide market insights, refine JDs, and ensure timely feedback loops, helping companies secure top talent efficiently. Our goal is not just to fill roles but to build high-performing teams with the right hiring strategies.
What do you think companies often get wrong when hiring, and how does ScalingTheory do things differently?
Hiring is not just about filling positions—it is about understanding market trends, setting realistic expectations, and building a strong employer brand. Many companies misjudge the talent pool, set rigid salary bands, or use outdated interview processes that do not assess real skills. Others expect candidates to juggle multiple roles, ignore negative online reviews, or misrepresent company culture, leading to poor candidate experiences. At ScalingTheory, we tackle these challenges with real-time hiring insights, structured interview processes, and a focus on employer branding. We refine job descriptions, ensure fair workload expectations, and promote transparency in hiring. Our goal is to help companies attract top talent by aligning recruitment strategies with real-world expectations and fostering a genuine, supportive work environment.
How do you see the recruitment industry evolving in the next 5 years, especially with the increasing integration of AI and other technologies?
The recruitment industry is evolving rapidly, with AI playing a major role in transforming hiring processes. Companies like Chipotle have already leveraged AI-powered assistants to cut hiring times significantly, and the global AI recruitment market is projected to grow from $661.56 million in 2023 to $1.1 billion by 2030. With 65% of recruiters already using AI, automation is streamlining resume screening and interview scheduling. However, challenges remain—AI-generated CVs raise reliability concerns, leading to a greater focus on personality tests and psychometric assessments. While AI enhances efficiency, it lacks human empathy, making recruiter expertise essential. The future of hiring lies in balancing AI’s capabilities with human judgment to ensure a seamless and personalized recruitment experience.
The competition to secure top-tier talent is fierce in the tech industry. What are some strategies you have found most effective in sourcing and attracting high-quality candidates?
The competition for top-tier tech talent is fiercer than ever, and at ScalingTheory, we go beyond just filling roles—we match candidates who align with a company’s vision, culture, and long-term goals. With 15+ years in the industry and five years leading ScalingTheory, I have seen that while every company wants high-performing, committed talent, market dynamics constantly shift. Top candidates do not just chase salaries; they seek inspiring problem statements, great leadership, strong teams, cutting-edge technology, and real impact. That is why we help companies position their vision, enhance employer branding, and create compelling hiring experiences. The best talent chooses smart, forward-thinking leaders, and we ensure our clients stand out in this competitive landscape.
With 15 years of experience in technology product hiring, how has your perspective on recruitment evolved over the years?
Recruitment has come a long way, with AI-driven sourcing, automated screening, and advanced analytics making hiring more efficient. But while technology helps, the core challenge remains—finding the right talent for the right role. Candidates have also become more strategic in their job searches, making it essential to go beyond job boards. The best hires are not always actively applying; they are often found through networking and referrals. At ScalingTheory, we combine technology with human insight, ensuring companies attract top talent who align with their vision, culture, and long-term goals. A great hire is not just about skills—it is about the perfect fit.
What keeps you motivated every day to grow and improve ScalingTheory?
As the Founder & CEO of ScalingTheory, my passion is solving hiring challenges and redefining recruitment. Traditional consultancies often focus on quantity over quality, leaving product companies struggling to find the right talent. I built ScalingTheory to change that—with precision hiring, expert recruiter training, and true client partnerships. Today, hiring is a two-way street; top candidates evaluate companies as much as companies assess them. We help businesses position themselves as employers of choice while building a new breed of recruiters—career architects, not job fillers. ScalingTheory is not just a hiring firm; it is a movement to transform recruitment for everyone.
You have mentioned that ScalingTheory is preparing to expand into recruiting for services companies. What excites you most about this new direction?
At ScalingTheory, we have built a strong reputation in tech product hiring, and while expanding into services companies is exciting, we remain committed to quality. Growth must be built on a strong foundation, which is why we emphasize organic leadership development—grooming our future leaders internally before scaling further. Rapid expansion can compromise excellence, and that is something we will never sacrifice. Over the next 12-24 months, we plan to diversify into RPO, Contract Staffing, and Contract-to-Hire models, but only with the right expertise in place. Just as we mastered product hiring, we will bring the same precision, deep recruiter training, and strategic approach to these new domains, ensuring that every expansion aligns with ScalingTheory’s core values and commitment to excellence.
You mentioned the challenge of “offer shopping” by candidates. How has this impacted your recruitment efforts, and what measures have you taken to mitigate this challenge?
Offer shopping is a reality in today’s job market, and I do not blame candidates—it is a candidate-driven world where professionals choose employers based on culture, leadership, growth, and compensation. But the real issue arises when some candidates get overly greedy, or companies cross ethical lines to hire at any cost, creating instability and hiring risks. At ScalingTheory, we have developed a proven methodology to track candidate intent, helping clients detect and mitigate offer shopping risks. We act fast—preponing joining dates, increasing engagement, or renegotiating terms. While it does not eliminate offer shopping entirely, our proactive approach has reduced its impact by 50%. We do not just source talent; we protect hires.
As ScalingTheory continues to grow, what do you foresee as the next major hurdle—both internally and externally?
As ScalingTheory grows, our biggest challenge is maintaining the quality and culture that define us. We do not believe in rapid expansion at the cost of expertise—it took us five years to build a team of 20 because we invest deeply in training and mentorship. Externally, hiring is more competitive than ever, with offer shopping on the rise and market volatility making talent acquisition tougher. Our role is to educate clients, set realistic expectations, and stay ahead with market intelligence. As we expand into RPO and contract staffing, our focus remains the same—scaling without compromising the quality that makes us different.
How does ScalingTheory handle situations where a client’s expectations for candidates are not aligning with what’s available in the market?
One of the biggest hiring challenges I see is when a client’s expectations do not align with real market conditions—whether it is an unrealistic skill set, budget, or timeline. Many hiring managers unintentionally create roadblocks that make their own process longer and tougher. At ScalingTheory, we tackle this with data-driven insights. We provide clients with real-time market trends, talent availability, and competitive pay scales to help them see what’s truly feasible. Once they understand how similar companies are hiring, they quickly adjust. We do not just recruit—we advise, strategize, and ensure hiring success. With ScalingTheory, clients know they are making informed decisions backed by deep market intelligence and a proven track record.
What made you decide to explore the RPO model? How do you think this will benefit ScalingTheory and your clients?
The RPO model is an exciting opportunity for both ScalingTheory and our clients. It gives companies access to highly trained Talent Advisors who work as an extension of their team, ensuring a seamless and efficient hiring process. Unlike traditional consultancies, our approach prioritizes quality, deep market insights, and agile recruitment. With real-time collaboration between recruiters and hiring managers, we eliminate delays, improve decision-making, and reduce turnaround time. We have built a strong foundation through rigorous recruiter training and structured hiring methodologies, ensuring our RPO services become a true strategic advantage. This move also sets the stage for ScalingTheory’s next growth phase—expanding into contract staffing and contract-to-hire solutions while maintaining our industry-leading quality standards.
What key factors will help you decide when the right opportunity for RPO expansion comes?
Expanding into RPO is not just about growth—it is about timing, expertise, and market readiness. At ScalingTheory, we know the opportunity is here. Our success-based model has proven our ability to deliver high-quality hires consistently, and we are ready to take the next step. Rather than rushing, we will start with one client, refine our approach, and scale gradually. With 95% of our clients coming through referrals, we have built a reputation of trust—crucial for RPO’s long-term partnerships. As demand for efficient hiring grows, our well-trained Talent Advisors and structured execution put us in the perfect position to lead this shift. We are confident this move will redefine recruitment and set new industry benchmarks.
How have you changed as a person since founding ScalingTheory, and what personal growth have you experienced along the way?
Coming from a middle-class family, I was the first to pursue an MBA and move out of my home state for higher studies. That came with a deep sense of responsibility and the pressure to prove myself. Before ScalingTheory, I tried multiple business ventures—none took off as I hoped, but each taught me valuable lessons. When I saw the gap that led to ScalingTheory’s creation, everything changed. I quit a secure job at Whatfix, took a leap of faith, and never looked back. Running ScalingTheory has shaped me into a better leader—one who leads with trust, not fear. My team’s belief in me drives me daily. Without them, there is no ScalingTheory.
What does success mean to you on a personal level? Is it different from how you define success for your business?
For me, success goes beyond financial growth—it is about stature, recognition, and making a real impact. I want to be respected for my work, recognized for the value I create, and have the ability to give back. But personal success and business success are deeply connected. Without ScalingTheory thriving, I would not have the platform to achieve my goals. Success for ScalingTheory means steady, strong growth—expanding revenue, leading the market, and evolving without compromising our core values. It is about building careers, fostering a strong culture, and ensuring our team shares in our success. Ultimately, success is not a destination—it is about creating something meaningful, impacting lives, and building a legacy that lasts.
What personal experiences or moments in life have inspired your approach to leadership and running ScalingTheory?
I have worked under both inspiring and toxic leaders, and those experiences shaped how I lead ScalingTheory. I have seen companies treat employees like money-making machines, enforcing rigid policies that suffocate creativity. I have also seen leaders who empower their teams, share success, and build cultures of trust. That is the leadership style I chose. At ScalingTheory, we do not micromanage or control people with pointless rules—we trust them. We focus on culture and well-being, from monthly movie outings to “Biryani Day” and annual retreats. These are not just perks; they create a workplace where people feel valued. My goal is simple: build an environment where employees wake up excited to come to work, because when they thrive, the company thrives.
Vikna Prakash’s journey with ScalingTheory exemplifies how visionary leadership and strategic thinking can redefine recruitment practices. By emphasizing precision hiring, data-driven insights, and a strong focus on ethical practices, ScalingTheory continues to shape the future of talent acquisition while fostering sustainable growth and impact.
For more stories that inspire and empower business leaders with actionable strategies and industry insights, The Bizleader offers a wealth of resources to help navigate the evolving business landscape and drive success.
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