The incumbent CFO had departed unexpectedly during a critical regulatory review. The board needed a replacement who could manage the immediate compliance demands while also leading a multi-year technology modernization of the finance function.
We mapped the intersection of traditional banking finance expertise and digital transformation experience — a narrow universe. We engaged 40+ candidates across commercial banking, fintech, and Big 4 advisory before presenting a shortlist of four.
Placed within 7 weeks. The appointed CFO led the bank through a successful regulatory examination and has since overseen a $120M core banking system replacement.
Time to placement
Candidates assessed
Tenure to date
The company had outgrown its HR function and needed a CHRO who could build the people infrastructure for rapid scale — while preserving the culture that had made it successful.
We focused on candidates who had navigated the 300–1,000 headcount inflection point at high-growth technology companies. Culture alignment was weighted as heavily as functional capability in our assessment framework.
Placed a CHRO from a comparable SaaS business who built a 12-person HR team, implemented a new HRIS, and maintained a 4.6 Glassdoor rating through a period of significant organizational change.
Time to shortlist
Glassdoor maintained
Team growth supported
Rapid acquisition-led growth had left the business with inconsistent HR policies, undocumented employment practices, and significant exposure to regulatory risk. A pending labour audit made the situation urgent — the CHRO needed a structured, defensible HR framework within 90 days.
We conducted a full HR compliance audit across all 14 sites, mapping policy gaps against current employment legislation. We then designed a unified policy suite — covering contracts, grievance, disciplinary, leave, and performance — and facilitated a structured rollout with line manager training.
The business entered its labour audit with a complete, compliant policy framework. Zero findings were escalated. The CHRO credited the engagement with reducing employee relations incidents by 40% in the following year.
Full policy framework delivered
Audit findings escalated
Reduction in ER incidents
The firm had grown rapidly but relied on informal, inconsistent performance conversations with no standardized KRAs, KPIs, or review cycles. High performers were leaving due to lack of recognition and career clarity, while underperformance was going unaddressed — creating both retention and accountability risks.
We designed a BSC-aligned performance framework from the ground up — defining role-specific KRAs and KPIs across all levels, building a two-cycle annual review structure, and creating calibration guidelines for managers. We ran workshops with senior leadership to embed the framework and trained 80+ line managers on conducting structured performance conversations.
The framework was fully implemented within one performance cycle. Manager confidence in performance conversations improved significantly, high-performer attrition dropped by 32%, and the business completed its first company-wide calibration exercise with consistent outcomes across all departments.
Drop in high-performer attrition
Managers trained
Full rollout achieved
Rapid acquisition-led growth had left the business with inconsistent HR policies, undocumented employment practices, and significant exposure to regulatory risk. A pending labour audit made the situation urgent — the CHRO needed a structured, defensible HR framework within 90 days.
We conducted a full HR process audit to map current-state workflows and identify digitization priorities. We then led a structured HRIS selection process — evaluating five platforms against the business's multi-country, multi-currency, and compliance requirements — before managing end-to-end implementation, data migration, and a phased rollout with change management support for HR teams and line managers across all regions.
The business went live on a unified HRIS within 5 months. HR administrative time was reduced by 55%, payroll error rates dropped to near zero, and the business achieved full audit-trail compliance across all 8 operating countries for the first time.
Reduction in HR admin time
Full HRIS go-live
Countries brought into compliance
The company needed a COO who could run a complex multi-site manufacturing operation while building the operational infrastructure for entry into three new markets. The CEO wanted someone who had done it before — not someone who thought they could.
We ran a global search focused on executives who had led international manufacturing expansion from a similar revenue base. We assessed 28 candidates across North America, Europe, and Asia-Pacific.
Placed a COO with direct experience scaling a comparable manufacturing business into Europe and Southeast Asia. International expansion is on track, with two new facilities operational within 18 months of appointment.
Global search timeline
Candidates assessed globally
New facilities opened
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