Oryx's answer:
How a failed hiring service became a SaaS product
The problem we kept seeing
I've watched good companies make bad hires over and over. Not because they didn't care, but because the hiring team walked into interviews without knowing what they were actually looking for. No structure, no alignment, no consistency. Just vibes and gut feel.
The result: rough candidate experiences, misaligned expectations, and mis-hires that cost way more than anyone wants to admit.
We tried to solve it as a service first
Before oryx was a product, it was a hiring service. We called it HaaS, Hiring as a Service. We ran structured hiring processes for SMBs end to end: interview guides, scorecards, hiring manager alignment, the works.
It worked. Clients got better hires. We got early revenue.
But services don't scale. Revenue was inconsistent, delivery was time-intensive, and we hit a ceiling fast.
The pivot nobody planned
At some point we realized our clients weren't just buying outcomes. They were buying the process we'd built in-house. The interview guides, the scorecards, the way we got hiring managers to actually agree on what they wanted before talking to a single candidate.
So we asked a simple question: what if they could just use the tool directly?
That was the moment Oryx went from a service to a product.
What Oryx actually is
Most ATS tools are built around pipeline tracking. Move candidate from applied to interviewed to offered. That's it.
We built Oryx around the interview itself, because that's where hires are won or lost. Structured interview guides, scorecards, and hiring manager alignment workflows. A professional hiring process without the enterprise overhead.
It's for SMBs, companies with 20 to 300 employees who are serious about hiring but don't need (or want to pay for) Workday.
YieldStack
CBRE Group
Jones Lang LaSalle
Oryxblue
Breezy.hr
Trakstar
Recruitee
Teamtailor
TalentLyft
Greenhouse
