Talent Acquisition Manager Bryan Stewart shares how NFI’s proactive TA approaches align to—and deliver on—business goals. 

By Debbie Bolla

HRO Today: What is the biggest hiring challenge you are currently facing, and what are your plans to overcome it? 

Bryan Stewart: One of the most pressing hiring challenges I am facing right now is navigating talent scarcity in critical operational and technical roles, particularly in high-volume, geographically dispersed environments. Our business relies on a steady influx of top-tier talent in supply chain, logistics, and distribution roles—roles that are not only competitive to fill, but are essential to delivering on customer commitments. 

To overcome this, we have taken a multi-tiered approach: 

• Proactive workforce planning: Partnering closely with business leaders to identify hiring gaps three to six months in advance and proactively launching strategic sourcing efforts before the demand peaks. 

• Local market mapping: Using data and trends to understand what motivates talent in key regions and tailoring our employment value proposition accordingly. 

• Cross-training and internal mobility: We are investing in building career pathways for internal employees, which allows us to tap into talent we already have, reduce ramp-up time, and retain institutional knowledge. 

One recent example was when we had only two weeks to fill a critical terminal manager role to support a new client ramp-up. We quickly mobilized our passive talent network, leaned into our internal referral program, and partnered directly with senior leadership to make an informed and fast decision. The position was filled in time, and with the right fit, demonstrating how speed and strategy can go hand-in-hand. 

HROT: How do you align talent acquisition with broader business goals?  

Stewart: For me, alignment starts with deep partnership and visibility. I make it a priority to attend operational reviews, quarterly business updates, and strategy sessions—not just to observe, but to ask questions and understand where the business is headed. 

Our work on a large-scale implementation project with a global client in the industrial sector is a good example. Talent acquisition was brought in early during the planning phase, where we were able to shape workforce design recommendations, build a hiring timeline that aligned with milestones, and advise on market saturation risks. We hosted education sessions with leadership to align on the recruitment tech stack, such as how to effectively leverage iCIMS and analytics to measure progress. 

Because TA was seen as a strategic advisor rather than a reactive function, the hiring plan was executed ahead of schedule and contributed to a successful go-live. That level of alignment required strong communication, shared goals, and the willingness to adjust course when needed. 

HROT: How do you forecast talent needs and build a robust pipeline? 

Stewart: Talent forecasting is both an art and a science. It requires data-informed insights, but also strong relationships and the ability to anticipate change before it is documented in a requisition. 

I work with business partners on quarterly workforce planning reviews, where we look at attrition trends, expansion plans, internal mobility data, and skills gaps. From there, we build tailored sourcing strategies that prioritize critical roles and future-proof talent. 

To build a pipeline, we rely on three key strategies: 

• Passive talent engagement (LinkedIn): We maintain talent communities through regular touchpoints, updates, and content that reflects our employer brand. 

• Strategic university, trade school, and other partnerships: These provide a steady stream of early-career talent that can grow into leadership roles. 

• Internal talent mapping: We collaborate with learning and development to identify high-potential talent ready for stretch assignments or promotion. 

The result is a balanced pipeline, ready to meet both short-term and long-term needs. 

HROT: What inspires your work in TA? 

Stewart: One of the most rewarding parts of talent acquisition today is the opportunity to be at the intersection of culture, technology, and business growth. TA has evolved beyond filling jobs; we are shaping experiences, influencing strategy, and building the future workforce. 

One area I am particularly passionate about is creating inclusive hiring practices that reflect the communities we serve. This means more than just meeting metrics; it is about embedding equity into how we attract, assess, and support talent throughout the hiring journey. 

HROT: What are you currently reading? What’s your favorite way to spend free time? 

Stewart: When I am not working, I love anything that allows me to recharge and gain new perspectives. Lately, I have been reading “The Advantage” by Patrick Lencioni. It is a fantastic reminder of how organizational health and leadership clarity are just as important as any technical business strategy. 

As for downtime, I enjoy discovering new documentaries and podcasts about leadership, business psychology, or even true crime, anything that offers a mix of reflection and entertainment. I also try to stay active outdoors or spend time with family, which helps me stay centered and focused during the work week.