I didn't plan a career in recruitment. At 21, I answered a job advert that asked four questions: Are you loyal? Are you good at talking to people? Are you tenacious? Do you have drive? I thought, that's me. I applied without knowing what a candidate was, what a client was, or what recruitment actually involved.

I learned fast. A ten-week training academy, then the floor. I stayed with that business for eight and a half years, working my way up to leading a high-performing team of recruiters across sales, marketing, engineering, and finance. We hit targets. We did things properly. And I learned what a good recruitment process looks like from the inside — and where a rigid one lets people down.

The turning point came when I became a mum. I was back at my desk three and a half months after having my son, working through COVID, doing whatever it took to keep things moving. It made one thing very clear: the way most recruitment works — fixed processes, fixed hours, one way of doing things — serves the model, not the people in it. The end result should be what matters. The route there should fit the client and the candidate, not the other way round.

So four years ago, I went out on my own and built Westmoore around that idea. One person, start to finish. No handovers, no juniors learning on your vacancy. A process that flexes to fit the role, backed by proper assessment tools I'm certified to use, not gut feel.

Fit over volume. The right person beats the available person. And honesty throughout, even when it's not what you want to hear.

That's the standard. It's in the name.