Ever spent months competing for the perfect candidate, only to have them say no to the final offer? It’s a founder’s dilemma that we see more than you might think.
No counteroffer, no feedback, no second chance.
In the US tech market, the strongest candidates aren’t loud about rejecting offers. This quiet walking away can cost organisations dearly, particularly scale-ups hoping to hire at pace.
At Trust in SODA, we spend our time on both sides of that moment. Working closely with VC-backed teams and the candidates they want to attract, we see where decisions are made long before an offer is declined.
Here’s what that silence often means, and why it’s becoming one of the most expensive hiring blind spots for growing tech companies.
The Invisible Dropoff
Most hiring teams only measure what happens inside the hiring process (interviews completed, offers made, roles filled, etc), which means they miss what happens before the decision is visible.
Candidates are assessing the company from their first touchpoint. They talk to peers, they check how people describe working with you, and they notice how often your team shows up in the market (and how consistently).
- Trust in SODA recommends:
Treating your employer branding as a feature of the process, something that lives inside it rather than adjacent to it. This includes creating clear role narratives and making sure your intent is visible at each touchpoint. Think of your employer brand as a lived behaviour, not a content strategy.
Process Sends a Message
Hiring processes communicate more than most teams realise.
Consistent delays and unclear ownership will tell candidates how decisions are made inside the business. When feedback slows or direction feels vague, candidates tend to see it as a preview of the way work gets done at the company.
Drop-off happens at consistent points between stages, after long gaps, or following unclear feedback. Without visibility into those moments, teams lose strong candidates without understanding why.
- Trust in SODA recommends:
Using data-led hiring processes to understand where candidates disengage, not just whether a role is eventually filled. For example, if strong candidates consistently drop off between the final interview and offer, the issue is rarely compensation. Tracking those moments allows teams to tighten feedback loops and keep candidates engaged before confidence fades.
Why VC-Backed Teams Feel This First
VC-backed teams are generally short on certainty. Roles evolve quickly, stakeholders multiply, and decisions carry more weight.
That uncertainty often leaks into hiring, where caution shows up as hesitation. Candidates feel it immediately.
In fast US tech markets, hesitation can get misinterpreted as risk. Strong candidates don’t wait to see how it resolves.
- Trust in SODA Recommends:
Hiring for the stage you’re in, not the organisation you expect to become. Clear ownership and decisions tied to near-term outcomes reduce uncertainty on both sides.
Hiring Models Built for Momentum
Trust in SODA works with VC-backed companies through adaptable, cost-sustainable hiring models designed around outcomes, where support flexes with demand.
Accountability stays tied to delivery. Hiring remains aligned to funding milestones, not fixed headcount plans.
If this tension feels familiar, you’re not alone. We’re seeing it across US portfolio companies every week.
If this reflects what you’re seeing in your own hiring, I’m always happy to compare notes. You can reach me directly at ryan.jones@trustinsoda.com.