Jury duty rarely makes the list of promising career opportunities. Yet a 20-day grand jury term put Greer Stevenson and Elizabeth Ratliff in the same orbit. Over four weeks, Ratliff came away with a particular impression: Stevenson loved her work and the people she worked with. When Stevenson asked whether she would consider a career move, Ratliff decided to pursue it. By February 2026, she was announcing a new job as a data scientist supporting Figma’s sales team.
The useful detail is the time involved. Twenty days gave the two women a chance to get acquainted beyond the compressed introduction of a networking event. Ratliff described a month of learning after joining Figma, including in-person onboarding in San Francisco and a first dashboard for the enterprise sales team at Weavy. The recruiting story had acquired a next chapter: someone was now inside the company, making something colleagues could use.
Stevenson’s response was brief and affectionate. She called it a full-circle moment and said she had come to believe Ratliff belonged at Figma through getting to know her. An accidental meeting had become an invitation. For a recruiter, that is a rather good return on a civic obligation. For the rest of us, it gives the dreaded summons a modest improvement in reputation.
A job worth talking about
Ratliff’s account supplies a human starting point for Stevenson’s professional story. The pitch she remembered was enthusiasm for a workplace community. There was no reported formal presentation, no elaborate recruiting campaign in the anecdote. There were conversations between two people who happened to spend weeks in the same setting. Ratliff heard enough to become curious about making a change.
By the time Stevenson left Figma, she described a four-year chapter involving recruiting partners, hiring managers and candidates. In her farewell, the work sounded demanding as well as social: searches required strategic thinking, speed and a continually raised standard. She thanked colleagues for trust, challenges and shared celebrations. The people named collectively in that goodbye were the same kinds of people Ratliff had heard her talk about with affection.
It is easy for a recruiting announcement to become a parade of vacancies. These two accounts give the work a more tangible shape. A candidate can ask what a company does; a recruiter can also convey what it feels like to work among its people. Ratliff’s decision followed that second kind of conversation. Her later description of colleagues as both accomplished and grounded suggests the welcome mattered after the offer, too.
“Full circle moment.”Greer Stevenson, responding to Elizabeth Ratliff
The sales team behind the design tool
At Figma, Stevenson’s public recruiting work included sales roles. In April 2025, she advertised openings across small-business, mid-market, federal and enterprise segments, identifying the first three as roles she was hiring for. She also pointed readers toward colleague Erica Jones for enterprise recruiting. It was a practical map: different candidates, different openings, different people to contact.
That post also highlighted something beyond joining. Stevenson said she enjoyed watching colleagues move into leadership and progress toward larger customer accounts. The invitation therefore carried a sense of movement within the organization. A sales career could continue developing after the initial placement. Her examples concerned colleagues’ growth, rather than a promise that every new hire would take the same path.
Her federal sales recruitment post was more specific about the work. It sought experience in enterprise sales to federal customers, including defense and civilian agencies, and a record of relationship building. In a separate joining announcement, Cait Molloy thanked the Figma team for an engaging interview process and included Stevenson among the people acknowledged. The surrounding business was specialized; the welcome still came through named people.
These are revealing details for a profile of a sourcer. Recruiting for several sales segments requires describing opportunities precisely enough for someone to recognize a fit. The public posts show Stevenson making those distinctions and directing interest toward the appropriate colleague. A job title is only the beginning of that explanation. Customer type, scope and the people already doing the work make the invitation more useful.
Put the people in a room
Another part of Stevenson’s Figma work happened around events. In April 2026, Kristin N. Scott thanked Stevenson, Emily Whitney and Nadia Bhimla for helping bring together a sales leadership networking evening at Figma’s headquarters. Joe Crane and Marissa Bell joined a discussion facilitated by David Belden. The subject was how leaders could maintain high expectations while leading with care.
The question had practical stakes for the audience: sales leaders from companies across the Bay Area. Scott’s account credited the organizers with attention to details both large and small. It also invited interest in open sales roles. Conversation and recruiting occupied the same evening, with people able to hear leaders explain their thinking before deciding whether to explore an opportunity.
In New York, Figma hosted Sistas In Sales for a panel on sales careers. Stevenson promoted a June 3 evening featuring Kristin N. Scott, Raven Tucker and Raven Perrin. Afterward, Dylan Uchtman celebrated the gathering, and Scott credited Stevenson, Kiera Quinlan, Uchtman and Melanie Jacob with making it possible. The occasion connected a professional community with people inside Figma’s sales organization.
The two events offered different doors into the company. One addressed leadership and performance; the other opened a discussion about careers and hiring. Both made colleagues available for conversation. Alongside the grand jury anecdote, they give Stevenson’s recruiting work an observable social dimension: a chance encounter in one case, a deliberately assembled gathering in the others. People had room to ask and listen.
A workshop, a birthday, some karaoke
In August 2024, Stevenson described a gathering of Figma’s recruiting team in San Francisco. The itinerary included a growth workshop, a fireside conversation with Mariano Payano of ICONIQ Capital and a pitch workshop. Figma’s twelfth birthday and Maker Week supplied reasons to celebrate alongside the training. The team was spending time together while working on its craft.
Then came the karaoke. Stevenson joked that the team’s singing could use improvement. It is a small detail, but a welcome one in the polished vocabulary of professional announcements. Workshops can be listed like credentials; karaoke is harder to make solemn. Her account allowed the gathering to include learning, company rituals and the mild indignity of singing in front of colleagues.
That post sits comfortably beside the later farewell. Stevenson remembered work and friendship together, thanking people who had challenged her and made the days enjoyable. The recurring subject is the team around the task. Ratliff noticed it as a prospective colleague; Stevenson described it from inside the recruiting group. Both accounts make the company community part of the reason a job was worth considering.
A small figure at a large moment
By September 10, 2026, Stevenson had a new title: Founding Sourcer at Clay. Her announcement marked two weeks at the company with a photograph of a tiny clay version of herself. Held in a hand against a softly blurred city street, the figure wears blue trousers and carries a colorful object. The welcome souvenir was considerably more photogenic than an onboarding checklist.
The timing also gave her announcement a business backdrop. Clay had announced a $115 million Series D on September 9 at a $7.1 billion valuation. Its announcement reported more than 17,000 customers. The company makes software for go-to-market work, bringing data and automated workflows into activities such as researching accounts and running personalized campaigns.
Stevenson described her assignment as building a sourcing engine. She also expressed enthusiasm about doing that at a company whose product could be used in sourcing work. The appeal she stated combined an expanding employer, a new recruiting remit and the relevance of the product itself. Her announcement invited people interested in joining Clay, or simply connecting, to get in touch.
The miniature made the move personal; the funding announcement explained the moment in the business. Neither substitutes for the work ahead. A sourcing engine still has to lead to conversations with people who might join. In Stevenson’s account, that is the assignment she has taken on. The figure commemorates arrival, while the title points toward something she intends to build.
The next invitation
The move from Figma to Clay brings several concrete experiences into view: recruiting across sales segments, helping organize professional gatherings and a chance connection that led to a colleague joining. Those episodes make a more useful introduction than a string of adjectives. They show different circumstances in which Stevenson helped people consider a workplace, and people who publicly thanked her for the connection.
Ratliff’s story remains the memorable one because its setting is so ordinary and so unlikely. A grand jury term supplied weeks of acquaintance; a question opened the possibility of a move. Months later, the person answering that question had completed onboarding and shipped a dashboard. The outcome had become part of someone else’s working life.
Now Stevenson is asking for the next conversation from Clay. The employer and title have changed, and the sourcing work is beginning in a different company. The invitation is recognizable: people interested in an opportunity can talk to someone who wants to help them explore it. Somewhere between the welcome figurine and the next open role, there is another introduction to make.