Catherine Edge

Catherine Edge

AVP, Head of People Center Operations & Talent Acquisition - National Life Group

Like many leaders in talent acquisition, Catherine Edge never planned to build a career in recruiting.

In fact, her background was firmly rooted in HR technology, systems, and operations. When she joined National Life Group nearly seven years ago, she was hired as the Head of HR Systems and Operations, focused on optimizing technology, processes, and the infrastructure that supports people functions.

Recruiting wasn't originally part of the plan.

Then an unexpected opportunity changed the course of her career.

About a year and a half into her role, organizational changes created an opening, and the company's Chief People Officer approached her about taking over the recruiting team.

At first, Catherine was surprised.

"I think they saw something in me that I didn't even see in myself," she recalls.

What began as a leadership assignment soon became a passion.

Initially, the move made sense from an operational perspective. National Life Group was looking to modernize recruiting systems, improve processes, and build a stronger foundation for future growth. Catherine's expertise in technology and problem-solving made her a natural fit.

But as she became more involved in the recruiting function, she discovered something unexpected.

She loved it.

Building Teams Through Problem Solving

Catherine describes herself as a natural problem solver.

Throughout her career, she has been driven by understanding challenges, identifying solutions, and helping people succeed. Those same skills translated seamlessly into talent acquisition.

Her former Chief People Officer recognized that ability early on.

"He saw that I like having conversations and fixing things," Catherine explains. "As you learn people's skills and experiences, you can figure out where they fit best and where they can make the biggest impact."

That perspective transformed how she approached recruiting.

Rather than viewing recruiting as simply filling open positions, Catherine began seeing it as an opportunity to connect people with meaningful careers and help organizations build stronger futures.

Over the last five years, she has helped significantly expand National Life Group's recruiting capabilities, growing both the function and the team supporting it.

Today, she cannot imagine a career that doesn't include talent acquisition.

Navigating a New Recruiting Landscape

Few functions have experienced more change in recent years than recruiting.

For Catherine, one of the most significant shifts has been the growing influence of artificial intelligence throughout the hiring process.

But while AI has created opportunities, it has also introduced new challenges.

Managers are increasingly using AI to draft job descriptions. Candidates are using AI to optimize resumes and tailor applications. In some cases, candidates are even leveraging AI tools during interviews to generate answers in real time.

"The first time a robot wasn't involved in the process is when we actually have a conversation," she says.

As a result, traditional hiring signals have become less reliable.

Resumes no longer tell the full story they once did, and hiring teams must work harder to uncover authentic experiences, capabilities, and potential.

At the same time, application volumes continue to rise.

National Life Group historically received between 12,000 and 15,000 applications annually. Last year, that number more than doubled to approximately 32,000 applications.

With more applicants and less certainty about candidate quality on paper, Catherine has focused heavily on strengthening interviewing capabilities across the organization.

Her team spends significant time training hiring managers on behavioral interviewing techniques and helping them draw out meaningful experiences during conversations.

"The paper is no longer telling the story," she explains.

Building Careers, Not Filling Jobs

As organizations look toward the future, Catherine believes talent leaders must shift their focus beyond immediate hiring needs.

Her advice for recruiting leaders heading into 2026 is simple but powerful:

Get close to the business.

Understand where the organization is going, not just where it has been.

For Catherine, the future of recruiting requires talent acquisition teams to become trusted advisors rather than reactive recruiters.

That means building deeper relationships with business leaders, understanding long-term workforce needs, and helping organizations identify the talent that will drive future success.

"The talent of the future isn't a replica of what we have today," she says.

This perspective also changes how recruiters think about candidates.

Rather than focusing solely on placing someone into a role, Catherine believes recruiters should be helping people build meaningful careers.

"We don't need to place people in jobs," she says. "We need to build careers."

By understanding both the business and the individuals behind every application, recruiters can create stronger matches, better employee experiences, and longer-lasting success.

Looking Ahead

As technology continues to transform recruiting, Catherine remains optimistic about the future.

While AI and automation will undoubtedly continue to reshape hiring processes, she believes the human side of recruiting will become even more important.

Success will belong to organizations that combine technology with genuine human connection, thoughtful interviewing, and a deep understanding of both talent and business strategy.

For Catherine Edge, recruiting has evolved from an unexpected responsibility into a core part of her leadership identity.

And what started as a systems challenge has become a mission centered on people, growth, and helping others build careers that thrive.