The answer lives in this podcast
How do you attract senior talent to a startup without the corporate brand behind you?
Freddie Edwards scrapped his initial corporate-sounding job specification after his wife pointed out it didn't match the reality of a two-person startup. He rewrote it to be genuinely transparent about the flat structure, early stage, and chance to build something from scratch. Combined with a swift two-week interview process, this honest approach attracted Louisa Whittaker, a senior candidate moving from Gardner and Theobald.
The honest job spec beats the corporate pretence
Freddie Edwards initially drafted an associate director role that read as though Dragonfly Projects were an established, large firm. The language, the framing, the tone—all of it painted a false picture. His wife saw the problem immediately: why would a senior candidate believe a two-person startup when the job spec sounded like it came from a multinational consultancy?
He went back to the drawing board and rewrote the specification from scratch. This time, there was no pretence. He was transparent about what Dragonfly really was: a young business, barely three years old, with a genuinely flat structure where a senior hire would have real input into how the firm developed. No layers of management to hide behind, no false seniority ladders.
That candour, as explored in the episode, proved to be the differentiator. Louisa Whittaker, who had spent 12 to 13 years in the Occupy Office space at Gardner and Theobald, saw the genuine opportunity and took the leap.
Speed builds confidence
Beyond the rewritten specification, Freddie emphasises the power of velocity in the hiring process itself. The entire interview cycle—from application to offer—was completed within two weeks. That pace sent a signal: Dragonfly moves fast, makes decisions decisively, and respects the candidate's time.
For someone at Louisa Whittaker's level and experience, time is precious. A drawn-out recruitment process can feel like a red flag or a sign of organisational hesitation. Freddie's three-stage process, completed in a fortnight, communicated confidence and clarity. As discussed at length in this podcast, the speed of the process reinforced the honesty of the pitch.
"The reason why I set up Dragonfly wasn't actually just to be able to run my own business. It was the privilege of being able to become an employer. Business is all about looking after people and businesses, and it's also about looking after our own."
Freddie Edwards — Founder & Director, Dragonfly Projects. Freddie founded Dragonfly Projects in 2022 after nearly eight years at Quartz Project Services, where he started as a graduate and left as a senior PM. Before entering construction, he studied French at the University of Leeds and initially considered teaching. He spent time working on building sites as a teenager before finding his way into construction project management through a work experience placement arranged via a mutual sailing club connection.
See also
What qualities does Freddie Edwards believe make a good construction project manager?
Freddie believes a good project manager must first win the trust of the client and understand their decision-making process before anything else can work. The ability to communicate clearly across different levels—from boardrooms to site teams—and adapt to client needs rather than imposing a preconceived solution is essential to the role.
How did Freddie Edwards get into construction project management without a construction degree?
Freddie studied French at the University of Leeds and initially considered becoming a teacher before realising it was not the right fit. He had spent time working on building sites as a teenager and eventually found his way into construction project management through a work experience placement arranged via a mutual sailing club connection, then started as a graduate at Quartz Project Services.
What is Freddie Edwards's five-year revenue target for Dragonfly Projects?
Freddie has stated that in five years' time he would like Dragonfly Projects to sit at a turnover of £3 million. The business is currently in a deliberate growth phase, with a focus on quality delivery and building a strong team to support that expansion.
Key takeaways
- Senior candidates see through corporate language if it doesn't match reality—transparency in the job spec builds credibility, not weakness.
- A swift, well-structured interview process (two weeks, three stages) demonstrates decisiveness and respect for the candidate's time.
- Honest framing of the startup opportunity—flat structure, hands-on involvement in building the business—can be more attractive to experienced talent than a false corporate facade.
- Hiring someone more senior and experienced than yourself requires accepting discomfort, but it signals commitment to growth and willingness to learn from the team.