Not long ago, “open source” was a radical idea.
Letting strangers collaborate on core technology? Letting your code be copied, remixed and improved by outsiders? It sounded risky — until it became the standard for how we build. Today, open-source tools run everything from the apps on our phones to the infrastructure of entire industries. When you open access, you unlock innovation.
It’s time for hiring to catch up. If open source changed how we build technology, then open talent can change how we build teams.
Eleven years ago, I returned to the workforce after an 18-year career gap. During those years as a full-time mom, I managed logistics, led school fundraisers, coached youth teams and ran a household on a tight budget. It was some of the most demanding work I’ve ever done, but none of it would have shown up on a resume.
When a divorce forced me to go back to work to support my family, I knew it wouldn’t be easy. I applied for jobs I had previously held — jobs I was confident I could do well. But after 88 applications, I heard nothing back.
Recruiters filtered me out automatically. My resume didn’t fit the mold. I hadn’t been in a traditional workplace for nearly two decades, and the system wasn’t built to see the value of what I had been doing in the meantime.
Then something unexpected happened. My brother arranged an informal conversation with the founders of KT TAPE. This wasn’t a job interview, just a casual conversation in hopes that they could introduce me to some other companies. But after the meeting, they offered me a role. They saw something the algorithms didn’t: leadership, hunger, resourcefulness. That opportunity didn’t just change my career — it reshaped my understanding of what the workforce could be.
The world of work has changed. The systems for finding and supporting talent have not.
Too many hiring systems are built around traditional checkboxes: uninterrupted experience, predictable titles, familiar career paths. Sometimes, the strongest candidates are the ones who’ve stepped away, adapted and returned with new strengths. This includes mothers, caregivers, veterans and career shifters. Individuals who’ve paused, pivoted or re-entered, who bring a level of toughness, life experience and creativity that can’t be taught.
Some companies are already catching on. They’re not just offering internships for college students; they’re also launching “returnships” for returners to help build the next generation of leaders. They’re not measuring hours worked — they’re measuring impact.
The modern workforce needs not just people who check boxes, but people who build new ones. If we want to solve the hiring challenges ahead, we need more openness — not just in our tech stacks, but in our talent strategies. Let’s stop looking for the “perfect” candidate and start building better ways to bring people in.