Flavius D.
Builds systems that make hiring decisions better
Studied computer science and psychology, then went deeper into neuroscience and organizational behavior. Spent 5+ years hiring for teams across Europe before founding Human Nature in 2026, a company building ethical AI infrastructure for organizations. First product is Pace, a structured interview copilot that runs beside interviewers rather than replacing them. Structured interviews have the highest predictive validity in hiring research and the highest variability in practice; Pace exists to close that implementation gap.
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Advice & Tips
Product Encode the best practice so the right path is the easy one
Everyone agrees structured interviews work, and almost nobody runs them, because doing it right is inconvenient under pressure. Pace closes that gap by building the framework into the workflow, so the structured interview becomes the path of least resistance instead of a discipline you have to summon. The richest product territory is any practice that experts endorse and operators skip because it is annoying: automated tests, double-entry bookkeeping, security keys, structured interviews. Build the tool that makes the correct thing the easy thing, and the onboarding pitch writes itself.
Product Automate the operational tax, not the human judgment
Pace does not decide who gets hired; it removes the 40 minutes of note-taking, write-ups, and scorecard wrangling around each interview so the human can focus on judgment. For tools that sit on high-stakes human decisions, that line matters: automate the busywork that surrounds the decision, and leave the decision to the person. Buyers trust a tool that makes them faster far more than one that tries to replace their judgment, and the busywork is where the real time is lost anyway. Find the operational tax around the decision and kill it, but keep your hands off the decision itself.
Mindset Score interview performance and job fit as separate axes
Pace scores every candidate on two independent axes: how they performed in the interview, and how well they fit the role. A strong performer who is a poor fit and a weak performer who is a great fit are different decisions, and averaging them into one number erases exactly the information you need. Whenever you are evaluating something multi-dimensional (a hire, a feature, a deal), resist the single composite score. Keep the axes separate so you can see the trade-off you are actually making instead of hiding it inside an average.
Product Finish the first product before chasing the adjacent one
Mid-demo, Flavius floated an exciting second product (automated code assessment) and the room told him to bury it until Pace has paying customers. The adjacent idea always looks more appealing than the one in front of you, because it is unspoiled by the boring work of actually closing customers. That appeal is the trap: every hour on product two is an hour product one does not get, and product one is the one that has to pay the bills. Write the second idea down, then go back to making the first one sell.
Business & Legal Be the best tool for one vertical, not an acceptable one for all
Pace could try to serve every kind of hiring, or it could be the unmistakably best tool for technical interviews and own that vertical completely. A horizontal tool that is acceptable everywhere loses to a vertical tool that is excellent in one place, because the buyer in that place feels it was built for them. Narrowing the target sharpens the features, the copy, and the demo all at once. Pick the one vertical where you can be the obvious best choice, win it, and expand from a position of strength rather than spreading thin from the start.
Product Build for a practice everyone agrees is right but nobody does
The richest product territory is the gap between "known best practice" and "what people actually do." Structured interviews are universally accepted as the strongest predictor of job performance, and almost nobody runs them. Double-entry bookkeeping, security key logins, automated tests, pre-commit hooks: same pattern. Look for a practice that experts in your industry agree is correct and operators skip because it is inconvenient, then build the tool that makes the right thing the easy thing. The onboarding pitch writes itself.
Mindset Ask specific questions that reveal the real role
Generic interview questions ("tell me about yourself," "what are your weaknesses") produce rehearsed answers and almost no signal. Two questions that consistently produce the opposite are "What does a typical day look like in this role?" and "What separates a great hire from an average one?" The first forces the hiring manager to describe the real job instead of the job description. The second forces them to articulate the dimension on which people actually succeed or fail. Use the answers to design the rest of the interview. If a hiring manager cannot answer either clearly, the role is not ready to be filled.
Business & Legal Price against the cost of the mistake, not your competitors
For tools that sit on top of high-stakes decisions (hiring, compliance, security, legal), the wrong benchmark is competitor pricing. The right benchmark is the cost of one bad outcome. Pace is built for hiring, where a single bad hire typically costs one to two times the annual salary once you factor in ramp, opportunity cost, severance, and team drag. A tool that prevents one bad hire a year is paying for itself many times over at almost any price. Teach your prospects to do that math in the first five minutes of the demo, and pricing objections mostly go away.