Product

You shouldn’t have to start over at every stage of a hire.

Vantage reads each resume against the role’s requirements, ties interview questions to the same requirements, and keeps it all in one file for the decision a person makes and writes down.

Book a demo See the process

1RoleDefine what the job requires
2ApplicantRead each resume against it
3AssessmentHear about real past work
4InterviewAsk what is still open
5ReferencesAdd what others saw
6DecisionDecide, and say why

1 · Define the role

Start from what the job actually requires.

Paste the job description. Vantage turns it into a list of requirements and proposes which ones are must-haves. You confirm every one, and a number of years can never be a must-have. Then it drafts the process around that list: an assessment, and a guide for each interview stage.

United States citizenship

Must-haveNice-to-have

Active DoD Secret clearance, held on day one

Must-haveNice-to-have

Bachelor's degree in engineering, business or a related field

Must-haveNice-to-have

Eight or more years on Department of Defense programs, including at least three as the program manager of record

Must-haveNice-to-have

Reporting cost and schedule performance to a government customer, using earned value or an equivalent discipline

Must-haveNice-to-have

Managing subcontractors against a statement of work, including change management

Must-haveNice-to-have

PMP certification or DAWIA Level III equivalent in program management

Must-haveNice-to-have

Strong written and verbal communication with a government customer

Must-haveNice-to-have

2 · Understand the applicant

See where each resume meets the role, and where it is silent.

Vantage reads each resume against the role’s requirements. When a requirement is met, it quotes the line that meets it. When the resume doesn’t say, it marks it not stated and tells you what to confirm with the candidate. In the resume read, only a must-have the resume plainly fails is marked ruled out.

Required

✓met~falls short?not stated✕ruled out

?United States citizenshipMust-haveResume does not state citizenship; confirm with applicant.

Confirm with them, then tell Vantage

?Reporting cost and schedule performance to a government customer, using earned value or an equivalent disciplineReports cost and schedule to customer, but resume does not state earned value or an equivalent discipline; confirm EVM use.

Confirm with them, then tell Vantage

?Managing subcontractors against a statement of work, including change managementManages subcontractors but resume does not state SOW-based change management; confirm.

Confirm with them, then tell Vantage

✓4 met on the resume

✓Active DoD Secret clearance, held on day oneMust-haveSecret clearance active since 2014. It has carried across four employers without a gap.

✓Bachelor's degree in engineering, business or a related fieldMust-haveBS in Systems Engineering, Callowhill State University, 2012.

✓Eight or more years on Department of Defense programs, including at least three as the program manager of recordProgram manager with 14 years in defense sustainment and engineering support

✓PMP certification or DAWIA Level III equivalent in program managementProject Management Professional (PMP), certified since 2017.

3 · Assessment

Hear what they have actually done.

As part of applying, candidates answer questions about real past work. Vantage reads each answer for a specific account of what the person did, and shows which answers speak to which strengths. It adds to the resume. It is not a pass or a fail.

Vantage · assessment readtheir answers, read for a specific account of what they did

Read the answers →

Strong

✓Attention to Detail✓Integrity✓Adaptability/Flexibility✓Analytical Thinking✓Concern for Others✓Dependability✓Independence✓Initiative✓Leadership✓Persistence✓Self-Control✓Stress Tolerance

✓Attention to DetailStrong2 answers

Answer 1 caught a sliding trend before it hit a variance, and answer 7 verified the tracker against underlying data rather than the rollup and found forty items instead of a dozen.

✓A1caught EAC slip early, told customer

Names the sliding promise dates, the recovery plan with second sourcing and test compression, and telling the customer eight months out before a formal variance hit.

✓A7inherited stale obsolescence tracker

Names being told a dozen items when it was forty with a third having no replacement identified, re-baselining the real number with the customer, and getting it to a handful in five months.

✓IntegrityStrong2 answers

Answer 4 gave a customer bad news plainly by phone with no hedging, and answer 1 took a slip to the customer before it became a formal variance.

✓Adaptability/FlexibilityStrong1 answer

Answer 6 changed the reporting structure after learning the supervisor filtered items, giving field leads a direct line.

4 · Interview

Walk in knowing what to ask.

Each interview stage has its own guide, written for the role, with questions tied to its requirements where they apply. Ask them as written and in order, so candidates stay comparable. Alongside the guide, Vantage suggests a few follow-up questions aimed at what each candidate said in their assessment.

When the candidate has agreed to the interview being recorded, Vantage reads it against the guide: what each answer showed, and anything worth a second look.

Interview kit

Program Manager · 2. Program and cost

5 questions

Ask these as written, in this order, so candidates stay comparable.

Walk us through how you build an estimate at completion. Not the definition, your actual process on your last program.

Your CPI drops from 0.95 to 0.82 in one month on a single control account. It is week three of the month. What do you do first?

Tell us about a subcontractor who was late and what you actually did about it, contractually.

Describe a time you descoped something. How did you find it and how did you sell it?

Tell us about the team you had on that program. Who reported to you, and what did you do with a performance problem?

Vantage · interview

5 questions: 5 strong · 1 worth a look

Worth a look

On why they accepted the tight subcontractor date, they reframed rather than answered, saying "it wasn't really mine to accept or reject" and "I'd rather focus on the fact that the range I gave held."

✓5 answers strong

✓

own arithmetic over CAMsStrong

Q1Walk us through how you build an estimate at completion. Not the definition, your actual process on your last program.

Their answer

✓

charging first, then sizeStrong

Q2Your CPI drops from 0.95 to 0.82 in one month on a single control account. It is week three of the month. What do you do first?

Their answer

✓

clause and recovery planStrong

Q3Tell us about a subcontractor who was late and what you actually did about it, contractually.

Their answer

✓

self-found interval descopeStrong

Q4Describe a time you descoped something. How did you find it and how did you sell it?

Their answer

✓

one-on-one, verified stuckStrong

Q5Tell us about the team you had on that program. Who reported to you, and what did you do with a performance problem?

Their answer

5 · References

Add what the people who worked with them saw.

References answer a set of questions, some on a fixed scale so they compare across references, some in their own words. The answers join the candidate’s file as written. They are for the hiring team, and they are never scored.

Reference

Lena Marsh

Director, Programs, Tessaly Defense Systems; his current managerAnswered 29 Aug 2026About Marcus Webb

YesWould you choose to work with Marcus Webb again?

Marcus runs a ground vehicle sustainment program worth over $20 million a year and has delivered three consecutive option years on schedule. The government customer specifically asks for him, and he brings me bad news before I ever have to go looking for it, which is rarer than it should be. His one real limitation is that he takes his time on commitments, but that is a trade I will take over someone who promises fast and delivers late. I would work with him again without hesitating.

On the scalesPicked from a fixed set, so these read the same across every reference.

How often did Marcus Webb do what they said they would, without needing to be chased?Almost always

When Marcus Webb made a mistake, what was their usual first move?Owned it and moved to fix it

How did the people around Marcus Webb tend to respond to working with them?Were glad to work with them

Vantage · resume checkRe-check

1 differs · 2 went further · 2 line up · 3 never came up

Eight or more years on Department of Defense programs

Differs from Dale’s resume

The resume read counted 13 years DoD but only 14 months as acting PM, and in the room the candidate framed the six-year Bluestem program as theirs while calling only the last fourteen months technically PM of record.

Both accounts

United States citizenship

Went further than the resume showed

The resume did not state citizenship, and in the room the candidate said they are a US citizen.

Both accounts

Strong written and verbal communication with a government customer

Went further than the resume showed

The resume did not mention this, and in the room the candidate described bringing the government PM bad news early with a recovery plan.

Both accounts

✓2 line up with the resume

Who did you hire?

Record who got the job, and why. This marks them hired and closes the role.

Marcus Webb

marcus.webb@example.invalid

Dale Kovacs

dale.kovacs@example.invalid

Hollis Grant

hollis.grant@example.invalid

Or add someone who was not in this pool

New hire’s name

Why Dale?

Required. What decided it. Saved with the hire and printed on the hiring record.

Nothing is sent to them. This is for the record and for whoever reads it later.

Confirm hireCancel

Vantage prepares the decision. A person makes it.

See it with a role you’re hiring for.

We’ll walk through Vantage with demo data, from the requirements to the decision, and talk about the roles you have open.

Book a demo