Celia Bozsum Is Making the Hiring Machine Speak Human

The modern chief marketing officer is expected to be part editor, part air-traffic controller and part commercial mechanic. At Radancy, Celia Bozsum’s version of the job spans brand, content, demand generation, product marketing, event strategy and go-to-market execution. Six disciplines, each with its own calendar and dialect, must somehow produce one clear signal. It is an operating problem dressed in marketing clothes.

Bozsum reached that junction in 2025 after almost twenty years spent learning the machinery from different angles. Her path began in research and sales administration, passed through environmental technology and mid-sized software services, then widened across customer engagement, global demand, employee recognition and business development. The companies changed. The recurring assignment did not: understand a complicated product, gather the right people around it and turn its usefulness into a story the market can act on.

Now the product category is hiring itself. Radancy builds technology around the talent-acquisition journey, where the nouns arrive in battalions - sourcing, screening, scheduling, assessment, onboarding - but the person on the other end simply wants to know whether a job fits. The recruiter wants time back. The employer wants better decisions. Marketing has to make all three perspectives legible without flattening any of them.

Before the funnel had a name

The earliest entries in Bozsum’s public work history are usefully unglamorous. In 2006 she was a project director at Directive Analytics. The following years included marketing administration at GrayWolf Sensing Solutions and freelance marketing research and sales administration for Thermo Fisher Scientific. These were jobs close to the raw material: projects, buyers, data, follow-up. Long before “revenue marketing” became a tidy title, she was working around the seams where research becomes a conversation and a conversation becomes business.

At Prime Technology, beginning in 2008, she moved from marketing specialist to marketing manager. At Tallan, from 2013 to 2015, she served as marketing director. Both were mid-market technology environments, the kind in which a marketer cannot hide inside one narrow function. Radancy’s biography says her demand-generation and product-marketing work at mid-sized SaaS organizations helped drive growth that preceded acquisitions involving Microsoft and EY. Tallan later joined EY’s Microsoft Services Group, a transaction that gives the earlier work an interesting afterlife: the small-company message eventually entered a very large-company room.

An ocean in the middle of the résumé

Pegasystems was the long chapter. Bozsum joined in late 2015 in global programs and customer engagement. A year later she was a senior marketing manager. In 2017 she became senior manager for Asia-Pacific, then returned to global work in 2019 and ultimately became global director of integrated demand programs. Five roles in six and a half years tell one kind of story: trust accumulating, scope expanding, the organization repeatedly asking for more.

Her farewell told the better story. Looking back on the Pega years in 2022, Bozsum wrote that leaving had been “the most difficult decision of my career.” Then came the detail no job title could contain: she had moved “10,000 miles away to Australia on a whim,” made a life there, moved back and made another. Corporate biographies tend to sand the surprise out of a career. This one sentence put it back.

The move also clarifies what “global” means when it is more than a word in a title. Markets wake at different hours. Sales rhythms shift. Customer references that work in one region land flat in another. A program designed at headquarters meets reality and has to become flexible without becoming vague. Bozsum’s later roles all required that elasticity.

“To move 10,000 miles away to Australia on a whim.”Celia Bozsum, recalling her Pegasystems chapter

The colleague test

Workhuman brought a different expansion. Bozsum joined in 2022 as vice president of customer acquisition marketing, then took on growth marketing and business development. The portfolio covered enterprise and mid-market strategy: finding demand, converting it and creating a workable bridge to sales. If Pega taught scale across regions, Workhuman joined marketing’s front end to its commercial consequence.

A title explains responsibility. Colleagues explain texture. Recommendations on Bozsum’s public profile describe a leader who coaches, adapts and forms genuine relationships across functions. One former report recalled helping her stand up a global marketing program and watching her bring different parts of the team together. Another praised her motivation and composure in fast-moving environments.

A more casual note is even more revealing. After a restructuring at Workhuman, former colleague Abby Schervish thanked Bozsum for “basically continuing to manage me post RIF.” It is funny because it is specific. Management had outlived the org chart. In a profession fond of declaring people its greatest asset, continued attention after the formal obligation ends is a harder, rarer proof.

That relational habit has an older public counterpart. Bozsum served as president and a board member of the American Marketing Association’s Connecticut chapter from 2012 to 2016. Her profile also lists long-running volunteer roles with the Cambridge Women’s Center and GLBTQ Legal Advocates & Defenders. They sit outside the career ladder, but they reinforce the same picture: participation that continues beyond a quarterly plan.

Her professional development follows a similar pattern of deliberate range. Bozsum earned an advanced account-based marketing certification from Demandbase and an inbound certification from HubSpot. Later came management training through ExecOnline and a leadership-program certificate from The Leadership Consortium. None of those credentials is the story by itself. Together, they show a marketer adding methods as the job expanded: first how to attract and focus demand, then how to manage the people doing it. Her formal education had already paired a bachelor’s degree in marketing communications from Emerson College with an MBA in marketing from Southern Connecticut State University. The creative and the commercial were in conversation early.

The CMO as connector

When Radancy chief executive Michelle Abbey welcomed Bozsum in August 2025, she emphasized two decades of HR-technology marketing and put her in charge of the global marketing team. The appointment gathered the strands of the earlier career into one job. Brand supplies the promise. Content explains it. Product marketing makes it precise. Demand generation finds an audience. Events create a room. Go-to-market execution keeps the whole apparatus from becoming an attractive stack of separate plans.

The role also sits among other teams. Radancy describes Bozsum’s organization as working closely with sales, customer service, product and strategy. That wording sounds routine until one counts the handoffs. Every border is a place where context can disappear. The CMO’s practical work is to keep the promise intact as it travels from product roadmap to campaign, from campaign to sales call, and from sale to customer experience.

Bozsum has also encountered the customer side of regulated enterprise technology in public. At PegaWorld 2019, she was listed as a host for a client-lifecycle and know-your-customer meetup covering digital transformation, onboarding and regulatory technology. It was an informal lunch session, not a grand keynote, which makes it a useful miniature of enterprise marketing. The difficult work often happens around a labeled table: customers compare notes, specialists translate complexity and somebody listens closely enough to carry the questions back into the next program.

A month after her appointment, Radancy announced its acquisition of video-interviewing company myInterview. Bozsum framed the deal around agentic AI that could automate post-application tasks across professional and high-volume hiring: identifying, screening, scheduling, assessing and onboarding candidates. “Our platform just got even stronger,” she wrote. The sentence is conventional. The list behind it is not. Each automated verb touches a moment when an applicant may be waiting, wondering or trying to be understood.

That tension is the interesting part of her new brief. Recruitment technology sells efficiency, but recruitment is experienced personally. A scheduling tool saves minutes for a team and may spare days of uncertainty for a candidate. Screening can create speed or distance. AI can remove repetition while introducing new questions about judgment and trust. Marketing cannot resolve those questions with a bright adjective. It has to show where the technology helps, who remains accountable and what improves in the actual journey.

Bozsum has been preparing for this particular translation for years. Pega put her near customer engagement and enterprise platforms. Workhuman put her near the language of recognition and work. Radancy puts her near the beginning of the employment relationship, before an employee has a desk, a manager or even an offer. The software categories differ, but each asks a machine to participate in a human exchange.

The career leaves a pattern of widening responsibility: research to programs, programs to regions, demand to business development, marketing to the executive table. Add one impromptu migration across the world and a habit of keeping former colleagues close. Bozsum’s work at Radancy will be measured in growth and market impact. The more telling measure may be whether all that hiring machinery becomes easier to understand - and whether the person meeting it can still feel like a person.