SageScreen vs. myInterview

When Your Vendor Gets Absorbed

If you’ve been researching AI hiring tools, you’ve probably noticed something: many of the platforms you’d evaluate have been acquired, absorbed, or folded into larger companies. The competitive landscape in hiring technology isn’t just shifting — it’s consolidating at a pace that should concern anyone making a long-term vendor decision.

We saved myInterview for last because it completes the pattern.

myInterview — the Australian-founded, Israeli-headquartered video interview startup that processed over 3 million candidate interviews for brands like 7-Eleven, McDonald’s, and Six Flags — no longer exists as an independent company. In September 2025, it was acquired by Radancy, a PE-backed talent acquisition conglomerate owned by New Mountain Capital. myInterview’s website now redirects to a Radancy landing page. Its pricing page asks you to contact Radancy’s sales team. Its product has been folded into something called the “Radancy Talent Acquisition Cloud.”

If you were evaluating myInterview as a standalone vendor, that evaluation is over. But the story of how myInterview went from scrappy video startup to PE acquisition target — and what that story reveals about the structural forces reshaping this entire market — is worth telling. Because it’s not just myInterview’s story. It’s the story of the hiring technology market itself.

The Consolidation Pattern

Before we dig into myInterview’s specifics, let’s step back and see what the broader competitive landscape reveals about the market SageScreen operates in.

Count the colors. Three absorbed. Three PE-owned or PE-backed. Three active but operating in different categories. One independent. Of the major competitors in this space, only one — Criteria Corp — remains both independent and directly relevant to the hiring assessment space. And Criteria occupies a complementary role (psychometric testing) rather than a competitive one.

The market isn’t consolidating. It’s evaporating. And the companies doing the absorbing aren’t building better products — they’re assembling feature checklists under PE governance.

What myInterview Was

Founded in 2016 by Benjamin Gillman and Guy Abelsohn, myInterview began as a video interview platform built on a simple premise: a video is worth a thousand resumes. The founders were frustrated by how little traditional applications let candidates express their actual personalities, and they built a platform to fix that.

The core product was straightforward: employers create interview questions, candidates record video responses asynchronously, recruiters review the recordings and collaborate with colleagues through sharing and commenting tools. Clean, simple, affordable — with a free tier that made it accessible to small businesses.

Where myInterview got interesting — and controversial — was “myInterview Intelligence,” their machine learning layer. The system analyzed candidate video responses to generate personality scores based on the Big Five personality model (openness, conscientiousness, extroversion, agreeableness, emotional stability), then used those scores to create candidate-match rankings against employer-defined ideal profiles.

This is the core problem with analyzing personality from recorded video: you’re scoring performance, not substance. The Big Five personality model was designed for controlled, standardized questionnaires where subjects choose from predefined options — not for open-ended video responses where an algorithm infers traits from vocal intonation and word frequency. Even myInterview’s own marketing acknowledged they focused on “personality” and “soft skills” rather than job-specific competencies. The AI couldn’t evaluate coding ability, strategic thinking, or domain expertise. It measured how someone came across on camera.

The Acquisition Chain

myInterview raised $17.5 million over five rounds — $1.6M pre-seed (2018, with former LinkedIn executive Cliff Rosenberg), $5M seed (2020, led by Aleph), and an $11M Series A (January 2023, led by Aleph and Entrée Capital). The company grew to over 10,000 customers according to their LinkedIn profile (though the acquisition press release cited 170 — likely reflecting enterprise-tier customers only versus self-service signups). Revenue at the time of acquisition was reportedly around $3.8 million annually.

Then Radancy came calling.

This is the machine that drives hiring technology consolidation. A PE firm identifies a “defensive growth” industry (their words — New Mountain Capital’s stated strategy). They acquire a platform company. They use that platform to absorb smaller companies, consolidating the market. Each acquisition adds a bullet point to the feature list. Each absorbed brand loses its independent roadmap, its direct customer relationship, and its ability to make product decisions based on anything other than the parent company’s investment thesis.

myInterview isn’t the first hiring technology company to follow that path. It’s just the most recent.

What myInterview Couldn’t Do — Even Before the Acquisition

Let’s set aside the PE story and evaluate myInterview’s product on its own merits. Even at its best — independent, funded, growing — myInterview had structural limitations that a rebrand and a Radancy logo can’t fix.

The fundamental gap isn’t about technology sophistication. myInterview had machine learning. SageScreen has AI. Both use automation. The gap is about what the automation does. myInterview’s automation captured and sorted video recordings. SageScreen’s automation conducts actual interviews — adaptive conversations that probe, follow up, and go deeper based on what the candidate says.

One replaces the scheduling logistics of a phone screen. The other replaces the cognitive labor of a screening interview. Those are fundamentally different value propositions.

The “Personality First” Fallacy

myInterview’s brand promise was “personality first” — the idea that getting to know the person behind the resume matters more than the resume itself. That’s a sentiment most hiring managers agree with. The problem was the implementation.

“Personality” in myInterview’s system meant Big Five trait scores derived from video analysis. But personality traits — even accurately measured ones — are weak predictors of job performance compared to structured behavioral evidence. A century of industrial-organizational psychology research shows that the single best predictor of future job performance is past job performance, assessed through structured interviews that probe specific behavioral examples. Not personality profiles. Not trait scores. Not camera presence.

myInterview sat at the bottom of this hierarchy. They captured unstructured video responses and inferred personality traits from them — combining two of the weakest predictive signals in hiring research. SageScreen was built at the top: structured behavioral interviews with adaptive follow-up, generating the highest-validity evidence available in personnel assessment.

The Radancy Problem: What Happens Next

If you’re currently using myInterview or considering it, here’s what the acquisition means in practice.

Radancy is not a product company in the way myInterview was. It’s a platform conglomerate — formerly TMP Worldwide, formerly a Monster.com spinoff, now a PE-backed collection of acquired tools marketed as the “Radancy Talent Acquisition Cloud.” Their core heritage is recruitment advertising and employer branding, not hiring assessment technology. The myInterview acquisition was their ninth, following CKR Interactive, Perengo, Carve, Maximum, Firstbird, Ascendify, and Brazen — each absorbed, each brand dissolved.

This isn’t speculation. It’s the documented pattern of PE-backed HR tech consolidation. We traced it with HireVue absorbing Modern Hire. With Harver absorbing Pymetrics. With Spark Hire acquiring Comeet and Chally. Now with Radancy absorbing myInterview. The specifics differ. The outcome is the same: fewer independent choices, more enterprise lock-in, less transparency.

What SageScreen Built Instead

SageScreen was designed around a different premise than the platforms dominating this market. Not video recording. Not personality profiling. Not chatbot automation. Not psychometric testing. Not a PE-backed platform play.

The premise is this: the screening interview is the most important and least scalable step in hiring, and the right way to scale it is through AI that can actually conduct an interview — not just capture one.

We don’t record video. We don’t score personality traits from intonation. We don’t require candidates to create accounts, stare into cameras, or perform under countdown timers. We conduct conversations — the same thing a good human interviewer does, at a scale and consistency that a human interviewer can’t match.

Why Independence Matters

The pattern across this market is clear enough that we don’t need to belabor it. But there’s one thread worth pulling on: why independent ownership matters in the tool you use to evaluate people.

Every PE-backed acquisition in this market followed the same logic: take capital, expand the feature set, grow the addressable market, increase enterprise contracts, drive toward an exit. That logic is internally coherent. It’s just not aligned with the thing hiring managers actually need — which is a tool that gets deeper at one job, not broader across many.

SageScreen is founder-led, privately held, and focused on exactly one capability: AI-powered behavioral interviews that help companies understand how candidates think. We don’t have an ATS. We don’t have a career site builder. We don’t have a programmatic advertising engine or an employee referral platform or a virtual events solution. We have Sages — AI interviewers that conduct genuine conversations and produce transparent evaluations.

That focus is a choice. It means we won’t win the feature-checklist war against a Radancy or a HireVue or any other PE-backed conglomerate that can list fifteen capabilities on a procurement matrix. But it also means that the one thing we do, we do with the kind of depth and care that only comes from building a product you’re not planning to flip.

The Market, Summarized

When you examine the major players in hiring technology, the same question keeps surfacing: what does this platform actually do, and how does it compare to what SageScreen does? The answers vary in specifics but converge on themes.

The hiring technology market is dominated by platforms that were either built for a different era (video recording as phone-screen replacement), a different purpose (chatbots, resume screening, psychometric testing), or a different buyer (enterprise procurement checklists rather than hiring outcomes). Many of those platforms no longer exist independently. The ones that remain are increasingly controlled by financial sponsors whose timeline, incentives, and exit strategy don’t align with the long-term interests of the HR teams using them.

SageScreen exists because we believe there’s space for something different: a tool that’s transparent about how it works, honest about what it values, focused on one capability executed with rigor, and priced so you pay only when you use it.

The competitors are consolidating. The PE firms are acquiring. The brands are dissolving.

We’re still here. Building conversations.