News & Insights

Our client is a not-for-profit managed care organization locally sponsored by some of the most prestigious and nationally recognized hospitals and medical centers.

This rapidly expanding and growing health system needed to staff a newly created centralized revenue cycle department.

After re-organizing the talent acquisition function centrally as a shared services center, our client requested a complete and independent assessment of their structure, process and technology.

Our client, a global business consulting and internal audit firm, employed an aggressive hiring strategy for their U.S. recruitment. We provided interim recruiting support for all levels from associate through director.

Our client was challenged by long recruitment cycle times – particularly for critical and difficult to fill roles – and a reliance on third party contingency recruiting firms. They engaged us to build a pipeline of talent in advance of need.

Our client needed to transform its Talent Acquisition department to support continuing growth and fulfill ambitious hiring goals.

Our client sought to optimize their overloaded US recruitment function so it could better meet their aggressive hiring needs.

In addition to needing a new model to transform how internal sourcing works, the client also needed help with filling financial analyst and risk management roles up to the Senior Manager level.

During a period of rapid expansion, and with an acquisition at hand, our client needed to hire 25 retail store managers and 10 regional district managers in 8 rural and metro U.S. markets – all in a record 60 days.

The firm’s growing national banking consulting practice needed to hire talent as efficiently as possible directly from the banking field, channeling experienced talent directly into their compliance optimization, enterprise risk, regulatory and model risk consulting practices.