Learn how we’ve helped businesses like yours
A large retail company approached us to find the talent to set up a FP&A function within their finance team to develop their analytics capabilities and generate insights to grow their business.
Qualified candidates were sourced through our extensive database, referrals and by proactively approaching passive candidates who were not actively looking for a new role. To expedite the hiring process, virtual interviews of the four to five pre-screened candidates were carried out, resulting in an efficient hiring experience.
A FP&A Manager was hired within eight days and a Commercial Manager was appointed within two weeks.
Three financial analysts and one Commercial Analyst were recruited in under one month to successfully launch the new FP&A function.
A global ERP migration project for a manufacturing company suffered delays and negative impacts due to a two-month failed search for two business analysts. The manufacturing company then urgently approached us to help secure the business-critical roles, emphasising strong communication and technical skills as key requirements.
Despite a highly competitive market for business analysts, we successfully filled two open positions within two weeks, each using targeted searches and virtual interviews.
The business analysts drove successful migration to the new Oracle Fusion ERP platform by analysing workflows and maximising platform functionality.
Their data analysis provided actionable insights for leadership and enabled efficient solution development by technical teams.
Through clear reporting and stakeholder engagement, they ensured the global rollout of Oracle Fusion remained on schedule.
Due to delayed reporting and lost confidence in their external finance provider's data quality and advice, the organisation in the not-for-profit industry urgently sought an interim CFO to improve its financial capabilities and performance.
Given the urgency, we quickly provided three pre-vetted candidates for the finance leadership role, all possessing strong operational, financial, process, and change management skills, resulting in a job offer within two weeks.
Within five months, the interim CFO assessed and reorganised the finance team, optimising internal skillsets.
The re-organisation brought all finance functions in-house and reduced headcount from four to three permanent employees, lowering costs.
The new structure streamlined accounting and reporting processes, restoring board and CEO confidence.
