Julie Raeder 🔥

Content Writer

Customer CHAMPION 🔥|Dynamic Collaborator 🗣|Relentless Problem-Solver🔎|Creative Strategy💡|Curiosity Queen 👑| Athlete 💪| The Emoji 🐐

Customer Success Coach

Build right. Hire right. Rebel forever.

I'm a fractional Head of Talent for Series A-C startups and defense contractors. I build recruiting infrastructure companies own forever, ATS workflows, sourcing frameworks, scorecards, pipelines; then close critical hires in under 30 days.

My path wasn't traditional: TGI Fridays → booking bands → managing tours → 14 years in recruiting. It taught me to spot talent fast, sell with conviction, and treat every search like representation. I operate like an agent, take care of both sides, protect the brand, close the deal.

Currently: Fractional Head of Talent at EarthDaily Federal (geospatial intelligence, defense). Board member at Underground Admins.

Author: Head and Heart: Winning the AI Recruiting War

richie@rebeltalentsystems.com | rebeltalentsystems.com

Richie Lampani

REMOTE GovCon Sales roles - 3 total. Get some. Share. Tag people. 

EarthDaily Federal is beginning to stand up two critical growth functions.

These are not experimental seats. These are structure, leverage, and execution roles.

Director of Strategic Partnerships
Owns the partner ecosystem end to end. Identification, alignment, structuring, and clean handoff into delivery.

No logo collecting.

No “strategic conversations” that die in contracting.

These partnerships have to convert into real work and survive legal, finance, and delivery.

Director of Sales Execution (Deal Closer)

Late-stage execution only. This is not pipeline generation.

You take approved opportunities and move them across the line. Pricing, OTAs, SOWs, MSAs, internal approvals, timelines, and a clean handoff to delivery. Precision matters.

Both roles report into growth leadership.

Real authority. Real accountability.

I’m starting exploratory conversations now. No hard hiring timeline yet. Likely next quarter. This is mutual fact-finding for both sides.
_____________________________________________________________________
Separate search. Discreet client via Underground Admins.

Head of Defense Sales
This one is live and interviewing immediately.

Series B. Commercially proven. Highly respected in the data encryption space. Now building their DoD function the right way.

This is a build-from-zero mandate.

You own defense GTM, pipeline creation, partner strategy, and closing. You are building the motion, not inheriting one. Strategy, capture, relationships, and execution all sit with you.

Senior IC to start, with a clear path to building the team.

Strong base (~$200k) plus meaningful upside.

Remote-friendly, preference for defense hubs.

If you’ve actually built and closed in DoD and want to stand something up properly, this is a serious opportunity.

All three roles require deep networks selling software or adjacent tech into DoD.

US citizenship required. Clearance history strongly preferred.
If you’re a fit, DM me.
If you know someone who is, make the introduction.
Sorry agencies I'm all good on the help on these. No 3rd or 4th parties.

Fractional Head of Talent | Series A-C Startups & Defense | Author & Talent Strategist

I once got fired from a job I didn't even like for being “maniacal.”


Not late.

Not incompetent.

Not toxic.

Maniacal.

Translation: I moved too fast, asked too many hard questions, and kept fixing things no one had formally scheduled to be fixed.

In my defense, there were problems.

In their defense, I probably looked like a caffeinated consultant who had just discovered Slack.

There is such a thing as being overqualified.

There is also such a thing as being three steps ahead of an organization that is still debating step one.

And yes, there is such a thing as needing to dial it down from “operational reformer” to “employed adult.”

Here is the part no one tells you:
Sometimes you are not wrong about the work.
You are just wrong for the room.

If you are in a place where:
Hard questions get labeled “maniacal.”
Fixing obvious problems is treated like a threat.
Speed is praised in decks and punished in practice.
You are not a culture fit.
You are a future fit, trapped in a past tense company.

So before you internalize that feedback as “too intense” or “too much,” ask a better question:
Is the problem my ambition, or is the problem that this room was never built to hold it?

Because sometimes you are wrong.
Sometimes you do need to slow down, listen more, and stop trying to refactor the entire org chart in week three.

And sometimes you are right, you are early, and you are still extremely annoying about it.

But if you keep getting punished for seeing what is obviously broken, the lesson is not “stop seeing.”

The lesson is “find a better room, or at least one that understands your brand of crazy"

I learned a bit of both and have not considered working for Outback Steakhouse since. Nor will I again.

Fractional Head of Talent | Series A-C Startups & Defense | Author & Talent Strategist | Former TGI Fridays Flair Champ

New Edition - The Effort it Takes to Ruin a New Hire.

They’re already leaving. Not because of comp bands, or remote policy, or your latest engagement initiative. They’re leaving because of what their brai

Open article: The Great Resignation Doesn't Hold A Candle to What's Next...  by Richie Lampani • 8 min read

The Great Resignation Doesn't Hold A Candle to What's Next...

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