PetIQ

Sheena Jester

Sheena Jester is the talent acquisition manager at PetIQ, where she combines relationship-building, data-driven strategies and empathetic leadership to strengthen hiring practices and build high-performing teams.

A Career Built Around People

My career began as an admissions counselor at a cosmetology school, helping students from different backgrounds obtain licenses in cosmetology, aesthetics and nail technology. I also recruited prospective students at college and career fairs for that trade.

That experience sparked my interest in working with people and laid the foundation for my transition into recruiting. I then moved into agency recruiting at Keen Search, sourcing software engineers and product developers for technology startups in the Bay Area.

I have been with PetIQ for over three years, currently serving as the talent acquisition manager. My responsibilities include hiring for corporate roles and manufacturing facilities in Utah and Nebraska. I also started the company’s 12-week, on-site summer internship program. 

Balancing Data with Human Judgment

I have built my approach around being a trusted partner to candidates, hiring leaders, executives and the broader business. This relationship-first approach has helped me develop strong talent networks and partnerships that extend beyond a single open role. Whether I am building relationships with candidates, universities, business leaders or external partners, I have learned that the connections I invest in today often create opportunities tomorrow.

“Whether I am building relationships with candidates, universities, business leaders or external partners, I have learned that the connections I invest in today often create opportunities tomorrow.”

I see data and human connection as complementary priorities, with data informing conversations rather than replacing them. I use metrics such as time to fill, pipeline activity, offer acceptance and hiring trends to identify areas for improvement. When a role is difficult to fill, I review the data alongside feedback from hiring managers, candidates and recruiters. I assess whether compensation is competitive, the candidate profile is realistic, the interview process is creating friction, or the company’s story needs clearer communication.

Recruiting for Different Workforce Needs

There is no one-size-fits-all recruiting strategy. Hiring a corporate leader, manufacturing employee, veterinary professional or field operations employee requires an understanding of different talent markets, candidate motivations, hiring volumes and business needs.

Clear expectations, strong communication and structured processes should remain consistent, alongside measurable outcomes and a positive candidate experience. I need to understand the workforce beyond each requisition, including its goals, where turnover exists and what skills it will need next.

This helps me determine which skills to develop internally and where to hire externally. I also evaluate whether our systems are effective, hiring managers are trained, metrics measure what matters, and candidates face unnecessary barriers.

Scaling Recruitment Through Change

Talent acquisition changes quickly as headcount, business priorities, technology and market conditions shift. I lead through change with clarity, empathy and adaptability, ensuring my team feels supported and has the autonomy to solve problems while remaining accountable. 

During periods of growth, systems, standard operating procedures, metrics and structure help scale recruitment, allowing recruiters to build relationships and influence decisions. Looking ahead, adaptability and using AI to handle administrative tasks will be important, freeing recruiters to focus on human connection.

Connecting Talent with Business Strategy

My advice to emerging talent acquisition professionals is to stop filling jobs and start solving business problems through people. Learn the business, understand its financials and ask why a role exists. Know what success should look like six to twelve months after a hire. Build relationships with hiring managers before you need something from them.

I also encourage recruiters to expand their knowledge beyond recruiting to include employee experience, compensation, workforce planning, talent management, organizational development and business strategy.

Challenge hiring managers when profiles, compensation, processes or expectations do not align with the market, but act as a partner, not a gatekeeper. Be someone people trust. Stay curious, follow through and tell the truth, even when the answer is not what someone wants to hear.