Every stage, every scorecard, every message we send, and the rules we hold ourselves to. This is the operating manual, not the invitation. If you are deciding whether to apply, start with the short version.
Published in full, including the parts most companies keep internal.
Take it with you. Version 1.0, July 2026.
Download the documentContents
Most technology companies begin with the company.
What data can we collect? What can we predict? What can we automate? What can we sell?
We begin with the human.
The most important information in a person's life is already digital. It is scattered across devices, accounts, institutions, and relationships. Companies can use it. AI can learn from it. Yet the person it describes often cannot put it to work.
hussh exists to change that.
We believe every person will have an AI agent. The question that matters is not whether the agent is intelligent. The question is who it serves.
We are building Agent One to answer to one human. We are building Puppy One so that human can own the computing power behind it. We are building consent, memory, identity, and trusted connections so personal information can become useful without becoming someone else's inventory. We are exploring Tag One and an owner-operated compute network so intelligence can move into the physical world without moving control away from the person.
HushOne, Inc. is seven people today. That is not a footnote. It means every person changes the product, the company, and the standard. There is nowhere for the work - or the credit - to hide.
We are not offering the comfort of a finished map. We are offering the chance to help draw it, and the obligation to make it useful. Some systems are unfinished. Priorities will sharpen as reality teaches us. Candor, judgment, and the ability to ship matter more here than ceremony.
Mission alone is not enough. We measure ourselves in useful products shipped, trust earned, customers served, commitments kept, and capital used with care. We want to build a company that lasts because the work deserves to last.
If that feels like responsibility you have been looking for, welcome.
Manish Sainani
Founder and CEO
The short versionWe are building private intelligence that works for its owner. We hire people who can turn that belief into a product, a customer outcome, or an operating system that is simple, trustworthy, and complete.
Talent 1.0 is both an invitation and an operating standard.
The first half is written for every person considering hussh. It explains the problem we see, what we are building, how we work, the standard we hold, and the experience a candidate should expect.
The second half is the system the team will use to make that promise real. It defines ownership, stages, automation, privacy, assessment, onboarding, metrics, and the website experience. It is deliberately transparent. A company that asks people to trust its products should be willing to explain how it makes decisions about people.
This version supersedes the legacy Hushh Talent Acquisition Project, also known as hushhproto v0.3. It preserves the original conviction while retiring dated goals, obsolete links, repetitive instructions, the universal unpaid assignment, and any request for candidates to expose their private personal data.
HushOne, Inc. is the legal corporation. hussh is the lowercase brand, pronounced "hush." hushh.ai is the current public site. The primary mark is the hush emoji when the medium supports it cleanly.
The current public source of truth for products, roles, and company information is hushh.ai. Product status changes quickly; the published roadmap and each role page govern when this document and a live page differ.
PART I
The invitation
Build for the human.
AI should not merely know more. It should answer to someone.
Today, personal information creates value for almost everyone except the person it describes. It improves advertising, risk models, recommendations, pricing, and automated decisions. Meanwhile, the individual is left with fragments: an email here, a statement there, a photo library, a medical portal, a tax folder, a family chat, a browser history, and a hundred accounts that do not work together.
This is more than an organization problem. It is an ownership problem.
Information becomes an asset to a person when it helps that person make a decision, complete an action, protect something important, earn or save money, or work better with someone they trust. That value depends on control. The owner must be able to understand what exists, decide what is used, approve who receives it, see what happened, and revoke access.
Our mission is simple:
Make personal information generally accessible and valuable to its owner - and available to the people, businesses, and agents the owner chooses - without surrendering control.
We call the category Personal Supercomputing: private intelligence, owned compute, useful context, and consent that a human can understand.
Every important product decision should pass five tests.
If a feature is impressive but fails those tests, it is not a hussh feature.
One promise connects the product system: private intelligence that serves the owner.
| System | The job | The principle |
|---|---|---|
| Agent One | A private personal agent that works from the owner's trusted context, memory, permissions, and intent. It works alongside the assistants and models a person already uses. | One agent. One loyalty. The human remains in control. |
| Puppy One | A personally owned supercomputer, from the phone in a pocket through laptops, desktops, workstations, and servers, configured to run Agent One and reach outside compute when the owner chooses. | Own the intelligence and the machine that runs it. |
| PCHP and the consent fabric | Open, agent-native rails for scoped access, consent, revocation, and a receipt the owner can read. | Privacy is not a setting. It is the architecture. |
| Kai, Nav, Counsel, and specialist agents | Purposeful agents that help with money, coordination, consent, identity, contracts, and other real work. | Specialization without divided loyalty. |
| Tag One | A safety and wellness companion intended for people and animals an owner loves. It is a developing product direction, not a medical device. | Tenderness, not tracking. |
| The owner-operated AI Factory | A future network in which qualified Puppy and Warehouse hosts do their own work first and can serve trusted demand with measured idle capacity. | Compute should create value for the people who own and host it. |
We work in an intentional order:
This protects us from building a collection of clever demonstrations. A product is not complete because a model can do something. It is complete when the right person can use it safely, understand it, and rely on it.
We begin where trust, sensitive information, and follow-through matter: individuals and the professionals they already trust, including registered investment advisors, financial planners, private wealth teams, family offices, insurance professionals, founders, and business owners.
These users do not need another empty chat box. They need context that stays accurate, permissions that stay clear, work that gets completed, and a record that can be explained.
Our ambition is much larger than one profession. Agent One is for every human. Focus is how we earn the right to reach that future.
We will not build a surveillance business and call it personalization.
We will not train another product on a person's private life without clear authorization.
We will not trade trust for a growth chart.
We will not hide a complicated business model behind the word "free."
We will not make a human prove ownership of their own information to a platform that extracted it.
We will not pretend that a legal consent screen is the same as informed choice.
Our financing and investment work, where applicable, is governed separately from product trust. Agent One should never need to sell the user to fund the product.
Seven people is a design constraint.
It means we do not have a department for every problem. We do not maintain a traditional internal HR organization today. That does not remove responsibility; it makes responsibility visible. Every candidate, customer, system, and commitment has a named human owner. Specialized legal, payroll, benefits, security, and employment work belongs with qualified partners and accountable company leaders.
It also means:
Your title describes your craft. Your responsibility is the human outcome.
If you want a finished playbook, this may feel early. If you want to help write the standard, this may be your moment.
PART II
The working agreement
Clarity is kindness. Craft is respect. Ownership closes the loop.
We begin with a person, a moment, and an outcome. We ask what the person is trying to protect or accomplish, what context is truly necessary, and what could go wrong. Only then do we choose an interface, model, database, or workflow.
Technology is a means. The human outcome is the product.
The fastest path is not always the right path. We prefer minimum necessary access, explicit permission, strong defaults, and a readable record. We explain tradeoffs in ordinary language.
Trust must be earned in the product, not requested in the marketing.
Consent has a person, purpose, scope, duration, and receipt. The owner should know what is being shared and be able to stop it. If revocation is technically impossible or operationally ignored, consent is theater.
Simple does not mean shallow. It means the team did the hard work before asking the user to do anything.
We prefer one clear idea per surface, fewer words with higher meaning, progressive disclosure, and a complete first-value path. Beautiful products make difficult things feel obvious.
Small teams should own end-to-end results, not fragments tossed across functions. A feature without onboarding, permissions, instrumentation, support, and a clear customer outcome is unfinished work.
We celebrate demos. We promote durable outcomes.
Bad news does not improve with age. Raise risks while choices still exist. Separate facts, assumptions, decisions, and hopes. Be precise about what works, what is in development, and what is still a theory.
Candor is not license for cruelty. The best truth is specific, timely, and useful.
We expect every teammate to use modern AI tools where they improve speed, depth, or quality. We also expect the teammate to understand, verify, secure, and own the result.
AI can draft, search, summarize, test, schedule, and automate. It cannot absorb accountability.
Capital is stored human effort. We use it with respect. We automate repeatable coordination, buy mature systems where compliance matters, and build only where the experience is strategically different.
Low cost is not the same as low quality. The standard is highest useful value per dollar, hour, watt, and unit of attention.
We hire for slope, evidence, judgment, and craft - not familiarity, charisma, or pedigree alone.
| Signal | What good looks like | What it is not |
|---|---|---|
| Human judgment | You can identify the real need, the trust boundary, and the consequence of being wrong. | Reciting frameworks after the decision has already been made. |
| Product craft | You make complicated things clear, coherent, and pleasant to use. You care about the last ten percent. | Decorative polish on an experience that does not work. |
| Ability to ship | You turn ambiguity into a small complete plan, deliver it, measure it, and close the loop. | Motion, activity, or perpetual prototype theater. |
| Clear communication | You write and speak so decisions, owners, and next actions are obvious. | Jargon, performance, or hiding uncertainty. |
| Learning velocity | You update quickly when evidence disagrees with your plan. | Changing direction with every opinion. |
| Privacy and security judgment | You minimize data, design permissions, anticipate misuse, and know when to stop and escalate. | Treating compliance as a final review. |
| Low-ego collaboration | You challenge the work directly, share credit, ask for help, and make teammates better. | Agreeableness without standards, or brilliance used as permission to diminish others. |
| Customer and commercial instinct | You can connect the product to a real user, distribution path, willingness to pay, and durable value. | Growth detached from trust or unit economics. |
We look for people who can move from first principle to working product, explain why it matters, and remain close to the person they serve.
What you may gain here:
What the stage will demand:
We work hard because the problem deserves it. Intensity is not an excuse for chaos, disrespect, or avoidable burnout.
The way we hire should be proof of the company we are building.
Every candidate should receive:
We may say no. We will not treat a person's time or information as free inventory.
Our five non-negotiablesNo ghosting. No hidden work. No personal-data assignment. No AI-only decision. No confidential disclosure without a clear agreement and purpose.
PART III
How we hire
Fast enough to respect momentum. Deliberate enough to protect the decision.
The standard path targets fourteen calendar days from completed application to verbal decision. Senior, regulated, immigration-dependent, or unusually complex roles may take longer; the candidate should always know why.
| Stage | Candidate experience | Evidence sought | Automation and human ownership | Target |
|---|---|---|---|---|
| 0 | Read the public role page. Compensation, location, outcomes, and the process are visible before applying. | Self-selection and informed interest. | Role Owner writes; founder approves; Talent Steward publishes. | Before opening |
| 1 | Complete a five-to-ten-minute application. Resume or profile plus three evidence questions; no cover letter required. | Relevant outcomes, motivation, location and work authorization facts. | Receipt is automatic. A named human reviews every advance and every final decline. | Human review in 3 business days |
| 2 | Receive the Candidate Confidentiality Agreement before any substantive interview or non-public material. A public introductory conversation may occur first if it contains no confidential information and is not used as a hidden evaluation. | Willingness to protect actual non-public information under clear, mutual rules. | Agreement is generated and signed electronically. The confidential stage stays locked until complete. | Same day |
| 3 | Meet the Role Owner for a 25-minute mission and evidence screen. | Why this problem, one comparable outcome, constraints, and mutual fit. | Candidate self-schedules. The Role Owner completes a structured scorecard. | Within 2 business days |
| 4 | Join a 45-minute craft and judgment interview. | Depth in the role, quality bar, decisions, failures, privacy and security judgment. | Interview kit and questions are fixed before the interview. Notes require candidate consent if recorded. | Within 3 business days |
| 5 | Complete a representative build session or paid work sample. | Ability to turn a first principle into a useful, clear, and complete outcome. | The rubric is shared in advance. Synthetic or company-provided data only. | 2-4 hours maximum |
| 6 | Discuss the work with two future collaborators in a 60-minute working session. | Reasoning, response to feedback, collaboration, and ability to improve the artifact. | Interviewers submit independent scorecards before the debrief. | Within 2 business days |
| 7 | Meet the founder for mutual conviction, company truth, role scope, and closing questions. | Shared ambition, judgment, ownership, and an honest decision by both sides. | Founder records a clear yes/no and unresolved risks. | 30-45 minutes |
| 8 | References and role-specific checks occur with consent. Background checks, if needed, follow a conditional offer and applicable law. | Verification proportionate to the role. | Separate disclosures and authorizations; no bundled waivers. | 1-3 business days |
| 9 | Receive a written offer that states role, manager, location, compensation, equity terms subject to approval, benefits, start date, contingencies, and at-will status where applicable. | A complete mutual commitment. | Founder, finance/operations, and counsel-approved workflow. | Within 2 business days of final decision |
| 10 | Enter a secure preboarding portal with one owner, one checklist, and a written 30/60/90 plan. | Readiness for first value on Day 0. | Employment system, identity, device, access, payroll, and onboarding tasks are orchestrated. | Start-ready 2 business days before Day 1 |
The request to protect research and development before substantive interviews is reasonable only if the agreement is narrow, clear, and lawful.
The Candidate Confidentiality Agreement should:
An NDA is not permission to disclose everything. Information staging still matters. Public context comes first. Role-specific non-public context comes only when needed.
The background-check disclosure and authorization must remain a separate document. The confidentiality agreement must never include a release of claims or a promise not to discuss wages or working conditions.
The old hushhproto assignment asked every technical candidate to spend up to a week connecting personal data to a search or chat experience. That standard is retired.
It contradicted the privacy thesis, created unnecessary security risk, consumed too much candidate time, and could produce commercially useful work without clear payment or ownership.
Talent 1.0 replaces it with a representative build session.
| Track | Representative challenge | Evidence |
|---|---|---|
| Product and engineering | Build the smallest consent-first experience that helps a fictional user share one piece of trusted context with one advisor and revoke it. Use synthetic data. | Architecture, working path, security judgment, tests, usability, and explanation of tradeoffs. |
| Design | Redesign one first-value flow so a human can understand what Agent One will use, why, and how to stop it. | Information hierarchy, interaction craft, accessibility, states, and clarity under constraint. |
| GTM and partnerships | Create a 30-day design-partner plan for one defined advisor or insurance ICP, with ten target accounts, a customer story, outreach sequence, and learning goals. | Customer insight, specificity, commercial judgment, measurement, and follow-through. |
| Marketing and PLG | Design one launch loop that takes a person from a true story to trying Agent One and reaching first value, with a small budget and explicit trust claims. | Authentic story, channel fit, conversion logic, instrumentation, and brand judgment. |
| Operations | Map and automate one candidate or customer workflow with states, owners, exception handling, auditability, and a simple dashboard. | Systems thinking, completeness, reliability, privacy, and operational taste. |
| Dimension | Weight | The question |
|---|---|---|
| Human usefulness | 25% | Does the work solve a meaningful problem for the intended person? |
| Craft and simplicity | 20% | Is the result coherent, clear, and pleasant without hiding complexity? |
| Role depth | 20% | Does the candidate demonstrate the technical, design, commercial, or operating judgment the role requires? |
| Privacy and security | 15% | Is data minimized, consent explicit, misuse anticipated, and control reversible? |
| Execution | 10% | Is the work complete enough to test, learn from, and improve? |
| Communication and learning | 10% | Can the candidate explain choices, identify limitations, and update after feedback? |
Every interview evaluates a defined question. Every interviewer receives a kit. Every scorecard is completed independently before the debrief.
| Score | Meaning | Evidence standard |
|---|---|---|
| 1 | Clear concern | The example is absent, contradictory, unsafe, or materially below the role requirement. |
| 2 | Below the bar | Some relevant evidence exists, but important depth, ownership, or judgment is missing. |
| 3 | Meets the bar | Specific evidence shows the candidate can perform the role at the expected level. |
| 4 | Raises the bar | Repeated evidence shows unusual depth, judgment, craft, learning, or leverage. |
Interviewers score evidence, not personality similarity. "I liked them" is not a hiring argument. "They owned X, chose Y because of Z, measured Q, and learned R" is.
AI is useful for coordination. It is dangerous when convenience quietly becomes authority.
Every candidate can ask how AI affected the process and request an accommodation or human alternative where required.
PART IV
Talent OS
Automate coordination. Preserve care. Make accountability impossible to lose.
hussh does not need a large recruiting department. It does need a real system.
The first principle is one candidate record, one current state, one accountable owner, and one next action.
| Role | Accountable for | Cannot delegate |
|---|---|---|
| Founder and CEO | Headcount approval, leadership bar, final full-time approval, company truth, closing. | The final decision and the accuracy of material company claims. |
| Role Owner | Role brief, sourcing strategy, candidate relationship, assessment quality, recommendation, and 30/60/90 outcomes. | Candidate care and the hiring recommendation. |
| Talent Steward | Pipeline integrity, SLAs, templates, scheduling exceptions, audit readiness, and weekly operating review. This can be a rotating six-month operating role. | Ensuring no candidate becomes ownerless. |
| Interviewer | Evidence for a defined competency and an independent scorecard. | The accuracy of observations and conflicts of interest. |
| Finance and People Operations | Compensation mechanics, approvals, payroll, benefits, worker classification workflow, and employment-system completeness. | Correct pay and a complete employee record. |
| Security and IT Owner | Device, identity, least-privilege access, training, monitoring, and timely revocation. | Security approval for privileged roles and systems. |
| External employment counsel or qualified partner | Jurisdiction-specific templates, NDA carve-outs, worker classification, pay transparency, immigration, checks, and policy review. | Legal advice; software must not invent it. |
Automation can remind, route, lock, unlock, summarize, and verify completion. It cannot own a human relationship.
Build the experience. Buy the regulated recordkeeping.
| Layer | Recommended system | Job | First-principles reason |
|---|---|---|---|
| Experience | hushh.ai careers and candidate portal | Public story, role pages, application handoff, status, confidentiality, scheduling, work sample, privacy controls, and onboarding view. Agent One can power the concierge. | This is the differentiated human experience and should feel like hussh. |
| Recruiting system of record | Ashby | Jobs, applications, stages, scheduling, interview kits, scorecards, approvals, analytics, and webhooks. | Do not build an ATS. Ashby is designed for structured recruiting and currently offers a startup plan up to 100 employees. |
| Agreement system | DocuSign, integrated through the planned Paperwork Agent | Candidate Confidentiality Agreement, offer and supporting signatures, status, copies, and an audit trail. Ashby's built-in e-signature can be the fallback if it meets counsel and integration requirements. | One counsel-approved template source and one authoritative signature record. |
| U.S. employment and benefits | Justworks PEO, subject to final quote and benefits review | Payroll, benefits, workers' compensation, required onboarding, and employer administration. | With seven people and no internal HR department, a PEO converts recurring compliance operations into a managed service. |
| Interim employee record | QuickBooks only until PEO cutover | Existing I-9 and onboarding records that must be completed and preserved. | Avoid disrupting current obligations, then retire duplicate ownership. |
| Identity and productivity | Google Workspace and Cloud Identity | Email, calendar, groups, identity, multi-factor authentication, and access lifecycle. | A familiar identity spine already in use. |
| Background screening | A reputable FCRA-compliant provider integrated with the ATS, such as Checkr, after approval | Role-proportionate checks after a conditional offer, with disclosures, authorization, dispute, and adverse-action workflows. | Never improvise sensitive checks or store reports in the website database. |
| Exceptional international hiring | Remote EOR after role, country, tax, IP, security, and cost approval | Employer-of-record for selected hires outside the United States. | International hiring should be possible, not accidental. |
The launch should not implement both a PEO and a second new HRIS. Select one employer system of record. Keep QuickBooks only through a controlled migration, with explicit record ownership and retention.
Ashby's public pricing listed its Foundations plan at $400 per month for up to 100 employees in July 2026, with a stated annual discount. Vendor pricing and feature availability must be reconfirmed before purchase.
If the Justworks quote or benefits network does not meet the company's needs, the clean one-platform alternative is Rippling PEO with Recruiting and IT. Do not buy both recruiting stacks. Choose Ashby plus the selected PEO when a deeper candidate experience is the priority; choose Rippling's integrated path when one-vendor employee, identity, and device administration is more valuable.
The current careers page has the right opening idea: "Build the future people actually own." Talent 1.0 turns it into a complete product.
| Route | Purpose | Minimum content |
|---|---|---|
| /careers | Belief and orientation | Founder invitation, mission, product system, working principles, open roles, how we hire, and contact path. |
| /careers/roles/[slug] | The role contract | Why now, three to five outcomes, manager, location, approved work states or countries, compensation and equity approach, benefits, evidence required, interview map, work sample, and start target. |
| /careers/how-we-hire | Process transparency | Stages, timing, candidate promise, confidentiality timing, work-sample rules, AI-use policy, accommodations, and FAQs. |
| /careers/candidate-privacy | Candidate data control | Data collected, purposes, providers, access, AI use, recording policy, retention, correction, deletion, legal exceptions, and contact. |
| /careers/accessibility | An equal path | How to request an accommodation or alternate application/interview format without explaining more than necessary. |
| /careers/talent-community | Consent-based future contact | Explicit opt-in, interests, update frequency, unsubscribe, and retention. No automatic marketing enrollment. |
The portal opens through a short-lived magic link or passkey and shows only the candidate's own record.
Creating a commercial hussh or Agent One account is never required to apply. The portal identity is limited to the recruiting relationship, and an equally complete email-based accommodation is available when needed.
It should provide:
The concierge receives only public content before authentication and only the minimum candidate-specific status after authentication. It cannot access hidden interview notes, other candidates, references, background reports, compensation approvals, or final deliberations.
The team needs one small view:
This console can be an Ashby dashboard at launch. Build a custom internal surface only where it materially improves the hussh workflow.
The workflow engine should treat stage transitions as explicit events, not free-form labels.
| State | Entry condition | Automatic action | Human gate |
|---|---|---|---|
| ROLE_DRAFT | Role Owner submits a one-page brief. | Validate required fields and create approval tasks. | Founder and finance approve headcount and range. |
| PUBLISHED | Approved role is live. | Publish or sync the role, structured data, application, and interview plan. | Talent Steward checks the public experience. |
| APPLIED | Candidate submits. | Confirm receipt, create the record, set privacy version, assign owner, start review SLA. | Role Owner reviews. |
| CONFIDENTIALITY_REQUIRED | Candidate is selected for substantive evaluation. | Generate and send the jurisdiction-appropriate agreement; lock non-public materials and evaluated interviews. | Candidate signs; exceptions go to counsel. |
| CONFIDENTIALITY_COMPLETE | Valid signed agreement is stored. | Release scheduling link and approved context. | Role Owner conducts screen. |
| SCREEN | Screen scheduled or completed. | Reminders, agenda, scorecard task, and next-step SLA. | Role Owner advances or declines with evidence. |
| CRAFT | Craft interview scheduled or completed. | Interview kit and scorecard task. | Interviewer submits independent evidence. |
| WORK_SAMPLE | Candidate agrees to prompt and payment terms. | Release prompt, rubric, submission path, payment task, and deadline. | Reviewers score independently. |
| WORKING_SESSION | Work is submitted and meets basic completeness. | Schedule collaborators and prepare artifact. | Panel evaluates reasoning and collaboration. |
| FINAL | Founder meeting is scheduled or complete. | Assemble evidence summary with no AI recommendation. | Founder and Role Owner decide. |
| CONDITIONAL_OFFER | Hire decision and compensation approval are complete. | Send offer and separate role-specific authorizations. | Candidate accepts; checks resolve. |
| ACCEPTED | Offer accepted and contingencies cleared. | Create employment-system record, Day 0 plan, device and access tasks. | Finance, Security, and Role Owner confirm readiness. |
| ACTIVE | Start date arrives and required employment verification is complete. | Start onboarding milestones and feedback cadence. | Role Owner owns performance and experience. |
| DECLINED | Human records a job-related reason. | Send respectful message, retention choice, and optional feedback survey. | Role Owner verifies decision and message. |
| WITHDRAWN | Candidate withdraws. | Confirm, stop reminders, close access, and apply retention/deletion rule. | Talent Steward resolves any open payment or document duty. |
Every transition writes an immutable audit event with timestamp, actor, source, previous state, new state, and reason. Failed webhooks retry safely and do not create duplicate messages, documents, or hires.
The workflow should be boring in the best way: deterministic, observable, idempotent, and easy to recover.
Thirty minutes, once a week, with the founder, active Role Owners, and Talent Steward.
Agenda:
No meeting should become a tour of every candidate. Discuss exceptions, decisions, and system improvement.
| Metric | Initial standard | Why it matters |
|---|---|---|
| Application confirmation | Immediate | Removes uncertainty. |
| Human review | 90% within 3 business days | Automation cannot substitute for accountable review. |
| Active-candidate update | At least every 3 business days | No ghosting. |
| Interview scheduling wait | Median under 2 business days | Respects momentum. |
| Scorecard completion | 100% before debrief | Protects independent judgment. |
| Final decision | Within 2 business days of final interview | Demonstrates clarity. |
| Median application-to-decision | 14 calendar days or less | Fast enough for a small company. |
| Work-sample payment | 100% within 5 business days of accepted submission | Candidate time is not free inventory. |
| Candidate experience | 70+ candidate NPS, with response themes reviewed | Measures whether the process earns trust. |
| Offer acceptance | 80% or better, interpreted with sample size | Tests role clarity and closing quality. |
| Day 0 readiness | 100% two business days before start | First value should not begin with missing access. |
| 30/60/90 plan | 100% before Day 1 | Hiring is incomplete without success definition. |
| 90-day outcome review | 100% | Connects selection evidence to actual performance. |
Small samples can mislead. Use numbers to ask better questions, not to manufacture certainty.
PART V
Onboarding
An accepted offer is not the finish line. It is the first product promise to a teammate.
Within one business day of acceptance, the new teammate receives:
The team completes:
Where practical, a hussh-configured Puppy One or company device arrives with Agent One ready on Day 0. The experience should reflect the same promise made to a customer: open the box, meet your agent, know what it can access, and begin useful work.
Work-authorization verification begins only after offer acceptance. The employee completes Form I-9 Section 1 no later than the first paid workday; the company completes Section 2 within three business days of starting. The employee chooses which acceptable documents to present. I-9 records remain separate and restricted, and are retained for three years after hire or one year after employment ends, whichever is later.
The new teammate uses the product, not just the slides.
The teammate owns one meaningful, measurable improvement end to end. It should be small enough to finish and real enough to matter.
Examples:
Day 30 ends with evidence: what changed for the user, what the team learned, what remains uncertain, and what the teammate will own next.
| Horizon | Human outcome | Business or product outcome | Evidence |
|---|---|---|---|
| Day 30 | Understand the user, trust model, team, and operating rhythm. | Ship one useful improvement and close the loop. | Working artifact, customer or user signal, written learning review. |
| Day 60 | Operate independently within clear decision rights. | Own a repeatable metric, product surface, customer segment, or operating system. | Trend, quality, reliability, or pipeline evidence; risks and next decisions. |
| Day 90 | Increase the output and judgment of the team around you. | Deliver the role's first major outcome and a credible next-quarter plan. | Measured result, stakeholder review, self-assessment, manager assessment, and updated role plan. |
The Role Owner and teammate review progress at Days 15, 30, 60, and 90. No one should discover at Day 90 that the definition of success changed silently.
The human standard is the same; the legal and access path is not.
Onboarding and offboarding are one system.
When a role changes or employment ends:
The goal is not suspicion. It is responsible stewardship of people, customers, and information.
PART VI
From document to product
Thirty days to a working Talent OS.
Owner: Founder with Talent Steward, finance/operations, security, and employment counsel.
Exit test: no open question remains that would make the public role page materially misleading.
Owner: Talent Steward with one engineer.
Exit test: a synthetic candidate can move from application through signed confidentiality, interviews, work sample, offer, and accepted state without a spreadsheet or private inbox becoming the system of record.
Owner: Product/design with one engineer.
Exit test: a candidate can understand the company, the role, the process, and their next step on a phone without emailing for basic coordination.
Owner: Talent Steward.
Exit test: the team can run the process with less than two hours of Talent Steward coordination per active role per week, excluding interviews and candidate conversations.
Phase 1 should take one product-minded engineer and one operating owner roughly two to four weeks using embedded ATS experiences and webhooks. A richer custom portal can follow after the process has handled real candidates.
Build now:
Buy now:
Do not build payroll, I-9 verification, background-report storage, benefits administration, or a generic ATS. These systems create risk without creating product differentiation.
Talent 1.0 is live when:
APPENDICES
Reusable templates
One standard, repeated well.
Every role begins here. If this page is not clear, the company is not ready to recruit.
One paragraph: what human or business problem cannot be solved without this hire, why it matters now, and what happens if the company does not hire.
One sentence beginning with an action verb.
Example: "Make Agent One's first consented advisor workflow obvious, trustworthy, and useful in under ten minutes."
Three to five measurable outcomes, each with a horizon.
For each stage: purpose, interviewer, evidence, scorecard, candidate time, and decision SLA.
Prompt summary, expected time, stipend, allowed tools, synthetic data source, rubric, IP terms, and alternative/accommodation path.
Candidate:
Role:
Interview:
Interviewer:
Date:
Question this interview was designed to answer:
Evidence observed:
Candidate's specific action:
Outcome and measurement:
Tradeoff or constraint:
What the candidate learned:
Score, 1-4:
Confidence: low / medium / high
Material concern:
Follow-up question, if any:
Conflict of interest or prior relationship:
Recommendation for this competency only: below / meets / raises
Interviewers should not include protected information, medical details, family status, irrelevant appearance comments, speculation about personality, or unsupported AI inferences.
Purpose:
This exercise helps both sides experience the work. It is not production work.
Time:
Expected two hours; stop at four. Note where you would go next rather than exceeding the limit.
Payment:
The greater of $300 or the role's reasonable hourly equivalent for the stated maximum time after a good-faith completed submission, subject to the written invitation and lawful payment setup.
Data:
Use only the provided synthetic/public data. Do not include personal, customer, employer, credential, or confidential information.
Tools:
Use any lawful tool you would use on the job, including AI. Briefly explain material AI assistance and how you verified the result.
Deliverable:
A working artifact or concrete plan, a short explanation, assumptions, risks, and the next test.
Ownership:
You keep your pre-existing IP. hussh may review the submission for hiring and will not put rejected candidate work into production. Any broader use requires a separate written, paid agreement.
Rubric:
Human usefulness 25%; craft and simplicity 20%; role depth 20%; privacy and security 15%; execution 10%; communication and learning 10%.
Subject: We received your application for [role]
Thank you for considering hussh. Your application is with [Role Owner], the human accountable for this role. We aim to complete a human review within three business days. You can see the process, update your information, request an accommodation, or withdraw at [secure link].
We will not add you to marketing or use your information to train a general AI model.
Subject: One clear agreement before we go deeper
We would like to invite you into the substantive interview stage for [role]. The conversation may include non-public product and business context, so we ask every candidate at this stage to sign the attached Candidate Confidentiality Agreement first.
It is designed to protect actual confidential information while preserving protected reporting, wage discussion, legal advice, and other rights that cannot or should not be restricted. Please read it carefully, keep a copy, and send questions to [human contact]. Once signed, your scheduling link and interview context will unlock automatically.
Subject: Your [role] conversation with hussh
You will meet [name] for [duration]. The conversation is designed to understand [published competency]. We will discuss one outcome you owned, the decisions you made, what changed for the user, and what you learned. No surprise puzzle is required.
Agenda, scheduling, accessibility options, and your status are at [secure link].
Subject: A small, paid build session
We would like to invite you to the final work stage. The exercise is designed for approximately two hours, is capped at four, and pays the greater of $300 or the role's stated hourly-equivalent amount under the attached terms.
The prompt uses synthetic data. Please do not share personal information, credentials, customer information, or another employer's work. The rubric and ownership terms are visible before you accept. AI tools are welcome; explain how they helped and how you verified the result.
Subject: An update from hussh
Thank you for the time and care you invested in [role]. We have decided not to move forward.
The decision was made by [Role Owner] against the published requirements for this opening. It is not a judgment on your worth or future slope. Any work-sample payment already earned will be completed regardless of this decision.
You can choose whether we retain your profile for future roles, request deletion subject to legal retention, or share process feedback at [secure link].
Subject: Come build the future people actually own
We would like you to join hussh as [role].
The formal offer at [secure link] states the role, manager, location, compensation, equity terms subject to approval, benefits, start date, contingencies, and employment terms. Your 30/60/90 outcomes are included so the promise is clear before you sign.
Read everything. Ask every question. If we both choose yes, we will make Day 0 worthy of the decision.
This document is an operating design, not a substitute for legal advice. Before launch, qualified counsel should review:
Even where a rule does not yet apply to a seven-person employer, hussh should voluntarily adopt the clearer, fairer standard when it is operationally reasonable. Trust is easier to preserve than to repair.
Headcount is never a blanket exemption. Coverage depends on the law, the candidate and worker locations, related entities, and the activity involved. The operating system should use a high national baseline and route location-specific exceptions to counsel.
Company source of truth:
Systems:
Primary compliance references:
Show us something you made, the person it helped, and what you learned when reality disagreed with your plan.
Come help build a world in which your information is your decision, your capability, and your business.
Build for the human.
careers@hushh.ai
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HushOne, Inc. | hussh | Talent 1.0