Hiring in AdTech: Experience vs. Potential
Introduction
Hiring in the ad tech world is a bit like trying to buy the perfect espresso machine: do you go for the flashy, high-end model that promises results now, or the solid, no-frills version you can customize and train to your taste?
This is a question I’ve asked myself every time we’re about to hire someone new. Do we bring in someone with experience, who (hopefully) knows what a bid request is, understands header bidding, and can name three SSPs without blinking? Or do we hire someone hungry and curious, but brand new to this ecosystem — and train them from the ground up?
When I started my agency back in 2011, there was no real choice. Nobody knew what “programmatic” meant. We were all figuring it out together. Every agency I knew was hiring junior folks with zero background and building them up. But now? Things have changed. The market is more mature. The terminology more complex. And the expectations — both from clients and candidates — are much higher.
The Complexity of AdTech
The ad tech ecosystem is notoriously complicated. There’s a web of platforms, standards, acronyms, and moving parts. Even explaining the difference between a DSP and SSP can feel like a mini-lecture. So the idea of hiring someone who already “gets it” is naturally appealing.
But here’s the catch: what if what they “get” isn’t actually right?
Over the years, I’ve met candidates with impressive résumés but questionable understanding. Sometimes their experience is narrow — they’ve worked with one platform or under one specific setup. Other times, their knowledge is based on outdated practices that don’t really reflect how the market has evolved.
That’s where the dilemma gets interesting.
The Case for Growing Talent Internally
Some of the best people we’ve worked with started from scratch. They had no experience in programmatic but brought curiosity, dedication, and a fresh perspective. When we had the bandwidth to train them properly, these hires turned into long-term assets. They learned our tools and methods — but more importantly, they learned our way of thinking.
Orit Bar Zvi, Senior Talent Acquisition Specialist at Global-e, put it nicely when we spoke:
“When companies have the time and resources to train juniors, it often turns into a long-term strategic win. You can shape their thinking, their work habits, and make sure they grow into your culture.”
This idea is backed by data. According to a , companies that hire for potential rather than experience see better engagement, loyalty, and innovation. And in Workable’s insights, 43% of recruiters report that junior hires bring stronger adaptability and better cultural alignment ().
Jonathan Benisty, founder of ActivesHR and a global talent acquisition leader at UVeye (and formerly at SimilarWeb), added an insightful angle:
“In the complex world of ad tech, hiring a junior and equipping them with AI tools can be more effective than recruiting someone with prior experience. Juniors tend to be more adaptable, open to learning, and unburdened by outdated habits. With AI acting as a force multiplier, they can ramp up quickly and perform tasks that once required years of experience. This approach is not only cost-effective but also allows you to shape talent in alignment with your company’s tools, values, and workflows.”
That framing makes sense. Today’s junior hire, with the right tools and mindset, can quickly close the knowledge gap — and even outperform someone with “experience” but no curiosity.
The Case for Experience
Of course, sometimes you just need someone to hit the ground running. A new client is coming onboard, a campaign needs fixing, or you’re scaling fast.
That’s where experience helps. Someone who’s been around the block can often get up to speed quickly. But it’s not always seamless. As Orit noted, experienced candidates bring habits — some helpful, others less so. Their approach might not align with your systems, tools, or team dynamics.
We’ve seen cases where “experienced” hires struggled to unlearn rigid workflows or insisted on legacy practices. That friction can slow things down rather than speed them up.
AdExchanger discussed a similar tension in , pointing out that even skilled talent may lack cross-functional experience or updated technical literacy.
Real-World Examples
At one point, we hired a junior who didn’t know what an SSP was. Today, she manages some of our most complex yield operations and trains others. On the flip side, we once onboarded a senior hire from a well-known media company — and it took months to align on even basic processes.
The difference? One was open and coachable. The other was experienced but less adaptable.
Final Thoughts
There’s no perfect formula. Every hire is a bet. But for us, betting on potential — when we have the time to invest — has paid off in big ways.
If you’re building a team in ad tech, ask yourself not just “What do they know?” but “Can they learn, adapt, and grow with us?” That answer will tell you more than any bullet point on a résumé.
Thanks again to Orit Bar Zvi and Jonathan Benisty for sharing their perspectives and reminding us that good hiring is both strategic and deeply human.
