Every organization has a hiring problem that hasn't been adequately addressed. It's not the resume. It's not the interview. It's what happens the moment the offer is signed, and the manager is left to "manage." In Failure to Launch, we challenge the quiet assumption buried inside most onboarding programs: that HR should own the new hire's success. The truth is, the manager is in the room every day, and most were never taught how to onboard. So they spend the next 3 to 9 months figuring out which buttons to push to get consistent, optimal results. They were promoted because they were great at their work, not because they were born employee whisperers. This talk draws on the Day Zero Talent framework to expose the structural gap between HR handing off and managers actually being equipped to lead. Because when we don't invest in real onboarding, the probability of failure climbs, and the organization calls it a hiring problem.