Interview with Ilana Ginzburg Vaknin, Head of HR at CaPow

Introduction

Ilana Ginzburg Vaknin is an HR leader whose journey from immigrant newcomer to building thriving cultures in hi-tech exemplifies resilience and people-first strategy. Starting without a planned path in HR, she discovered her strength in connecting and leading through roles at the Jewish Agency, and later in dynamic tech environments like JVP Cyber Labs, PayPal, Rezilion, and now as Head of HR at CaPow. In this interview for the Top HR to Follow list, we explore her organic entry into the field, the excitement of scaling startups from scratch, navigating AI and data in hiring amid market shifts, and why true growth preserves organizational DNA. Ilana's holistic, intuitive approach - blending human insight with systematic processes - makes her a vital voice for HR pros fostering sustainable cultures in fast-evolving tech landscapes.

Can you tell me about your career path - and did you choose HR or did you stumble into it?

I didn't begin my career with a clear plan to work in HR, but over time, I realized this is where I belong, and I've been learning and growing in it ever since. At 18, I immigrated to Israel alone without speaking Hebrew. My first dream was journalism and communication. I was drawn to words and ideas, but in those early years I didn't yet feel I had a voice that was fully mine. So I leaned into another strength: understanding people, and navigating complex systems. At 22, while studying, I joined the Jewish Agency. That's where I built my foundation in human capital development, and executive coaching within large, mission-driven environments. It was there that I understood how significant the People function can be when it works as a strategic partner.

In 2014, I moved into tech. Since then, I've continued learning: business models, and growth dynamics, because I believe HR leaders must understand the business as deeply as they understand people. Over the past decade, across JVP Cyber Labs, PayPal, Rezilion, and today at CaPow, I've worked at the intersection of strategy and people.

At CaPow, I approach HR as essential business infrastructure: strengthening leadership capability, and aligning People strategy with business goals.

What continues to motivate me is the combination of people and creativity: shaping environments where talent can grow and organizations can mature in a healthy way. And my first love: writing never disappeared. I use it constantly in my work, especially in employee experience, communication, and culture-building. Writing helps me give language to values. It shapes my voice as a leader and allows me to translate vision into something people can truly connect to.

The combination of people, structure, and creativity is what keeps me sharp and deeply committed to this work.

What are you most looking forward to in your work today - and what still excites and thrills you?

Working in a growing startup combines everything that truly drives me: building infrastructure from the ground up, and shaping a culture that allows the business to grow in a focused and healthy way.

At CaPow, growth is daily. My work spans critical hiring, and close partnership with the executive team. Scaling brings pressure and constant prioritization. I value that intensity; it keeps the work sharp.

Even on demanding days, I come to the office with anticipation (often in heels). I love what I do. Helping build strong foundations while a company is evolving is both strategic and deeply meaningful to me.

What do you see as the biggest hiring challenges today in tech companies - and what do most companies misdiagnose?

Today, the market still slightly favors employers, but it's clearly shifting. I expect we'll see stronger movement within the next year, possibly even a return to a more competitive dynamic.

The primary challenge is precision. There is an oversupply of junior talent, yet a real shortage of experienced professionals with highly specific expertise especially those who also align with the company's DNA. Technical capability alone is not enough. Cultural fit and stage fit matter just as much.

Another challenge is the overwhelming number of AI tools entering the recruiting space. Not every tool fits every organization or every process. Yet there's pressure to adopt quickly, which creates noise and, at times, decision fatigue. Companies sometimes misdiagnose this as a technology gap, when in reality it's a clarity gap.

Over time, I believe the market will become more disciplined. The real work is not adopting every tool, but understanding which technologies genuinely enhance your process and integrating them without compromising human judgment, organizational identity, or the quality of decision-making.

How is AI changing the hiring panel (sourcing, screening, interviews, decision-making) - and where do you think companies are overusing or underusing it?

AI is reshaping hiring, particularly in sourcing and screening. It speeds up response times and reduces manual workload. It's also valuable as decision support: helping structure interviews and analyze information as long as it complements judgment rather than replacing it.

Where companies risk overusing AI is in assessing team dynamics, and stage fit. These require context and human discernment. At the same time, AI remains underused in improving efficiency and strengthening candidate experience.

AI is a powerful tool. The real advantage lies in knowing where to apply it and where human judgment must lead.

What role should data play in hiring decisions? Which signals best predict success - and which are mostly 'noise'?

Data should play a central role in hiring, especially in growing companies.

In fast-moving environments, it helps move decisions beyond instinct and into measurable insight. Data allows us to identify bottlenecks and focus on what truly contributes to strong hiring decisions. In startups, where every hire has leverage, data also enables fast learning: which sources deliver long-term fit and where processes can be simplified without sacrificing depth. That said, data must serve judgment, not replace it. When used as a management tool rather than just a report, it brings clarity and precision aligned with the company's stage and strategy.

How do you help executive teams make better hiring decisions under uncertainty, time pressure, and rapid growth?

Process is essential.

In rapid-growth environments, improvisation cannot become the default. I work closely with executive teams to streamline hiring processes, eliminating stages that don't add value, clarifying criteria, and defining what is truly non-negotiable.

At the same time, I anchor decisions in organizational identity: who we are, what we stand for, and who will succeed here long term. Cultural alignment is decisive. Professional gaps can often be developed; value misalignment rarely can.

I also help leadership recognize potential, learning agility, growth capacity, and the ability to scale with the company.

Ultimately, my role is to create clarity and reduce noise, enabling executives to make confident hiring decisions even under pressure and constant change.

As HR who knows how to grow companies from small to large - what is 'scale' really beyond headcount growth - and what People infrastructures/systems must companies build before the next stage?

Scale is far more than headcount growth. It's the ability to grow without losing what made the organization strong in the first place: its culture, clarity, and standards.

At the human level, scale begins with retaining and developing top talent. Not just keeping strong performers, but challenging them, stretching them, and giving them real growth horizons. It also requires deliberate investment in leadership development and building a stable, accountable management layer. Ownership and pride are not slogans, they must be embedded in daily behavior.

True scale demands alignment between growth pace and business strategy. Growth for its own sake creates fragility. People infrastructure must serve the strategy: neither run ahead of it nor slow it down.

Scale is also a mindset. It's the understanding that being part of a growing company is a privilege and a responsibility. Employees shouldn't have to 'sell' the company; they should understand its story, feel connected to it, and take pride in contributing to it. Creating that connection intentionally is one of the most complex and most important aspects of sustainable growth.

Looking ahead: What will differentiate companies that hire and grow right in the next decade - and what's one tip you'd give to founders or People leaders building now?

In the next decade, the companies that will truly win are the ones that understand one simple truth: People are infrastructure.

Hiring, retention, and development cannot live in separate conversations. They are one strategic continuum. Before running to hire more, invest in the people who already chose you. When employees feel challenged, developed, and proud of where they work, recruitment becomes a natural outcome, not a constant struggle.

The real differentiator will be courage. The courage to build strong foundations early: clear expectations, leadership accountability, a culture that is lived not written and real alignment between business ambition and human capacity. Companies that preserve their DNA under pressure are the ones that scale sustainably.

My advice to founders and People leaders is personal: be intentional from day one. Define who you are. Define what excellence means to you. Be honest about the kind of people who will thrive and the kind who won't. Translate values into daily behavior. Growth is not just numbers. It's responsibility. It's building something people are proud to be part of.

I've had the privilege of building in environments like CaPow, where we take that responsibility seriously. And when people and business truly move together not in theory, but in practice something powerful happens. That's the kind of company worth building.

---

Conclusion

At its core, Ilana Ginzburg Vaknin's story highlights HR as a bridge between human potential and business momentum - turning personal journeys into organizational strength. Her insights reveal that in tech's whirlwind of AI tools and talent gaps, success lies in processes that honor culture, data that informs without overriding intuition, and scales that nurture rather than dilute identity. As the decade unfolds, Ilana's emphasis on early foundations and holistic growth reminds us: Thriving companies don't just hire; they cultivate environments where people and purpose align for lasting impact. Grateful to Ilana for this heartfelt exchange - it's inspiration for every HR leader building the future, one authentic connection at a time.