Astute Technical, a UK-based recruiting firm, was grappling with two significant challenges. The first was the need to become GDPR compliant following the implementation of the General Data Protection Regulation in May 2018. This legislation, aimed at protecting the privacy of EU citizens' personal data, hit the recruiting industry particularly hard. Astute had to clean up and secure its data quickly to avoid compliance issues and potential litigation. The second challenge was a lack of structured engagement with candidates and customers. The company noticed that many of its clients and candidates were slipping through the net, with some not having been contacted for a long time. Astute wanted a system or process that ensured every client and candidate was engaged with the organization, and that their Applicant Tracking System (ATS) was full of legitimate, quality jobseekers, and their business systems full of loyal, happy clients.

Cooptalis, an international mobility operator, was facing challenges with their existing recruitment tool. The tool was not built to handle the volume of work they had and couldn't meet the company's needs. It was difficult to conduct targeted and precise searches, quickly find candidates in the database, and visualize the progress of their searches. The tool also lacked an API interface, preventing Cooptalis from adding or extracting data. Moreover, it was not a SaaS tool, requiring installation on personal workstations and server and database maintenance, making it cumbersome to administer. The financial model was for lifetime service licenses and included server maintenance costs, with little pricing flexibility. Cooptalis needed a cloud tool; a customizable online ATS that could integrate with other applications.

Mint Physicians, a locum tenens agency, faced a significant challenge in customer engagement. The responsibility of engagement was decentralized, left to individual account managers, resulting in a lack of uniformity and often being ignored. The nature of the staffing business requires strong relationships with clients and candidates, necessitating consistent communication. However, the decentralized approach led to a lack of accountability, with customer engagement and content creation often being pushed to the bottom of the account manager’s to-do list. This resulted in missed opportunities with customers and potential customers.

Motion Recruitment, a specialized IT staffing firm, was seeking ways to improve their processes and provide a consistent experience to their candidates. Despite their success in the industry, they identified inconsistencies in candidate experiences based on the relationship with their recruiter. They also lacked a channel to collect unbiased feedback from their candidates and clients. With the advent of staffing automation, Motion saw an opportunity to leverage this technology to enhance their operations and decided to be an early adopter of automation technology in 2017.

In 2010, David Spencer-Percival and Sir Peter Ogden launched Spencer Ogden, a 360-degree energy sector recruitment agency. The company experienced rapid growth, expanding from a staff of fewer than 20 at launch to over 500 employees across six centers in London, Glasgow, Aberdeen, Qatar, and Houston by 2014. This rapid expansion presented a challenge in terms of managing customer relationships, scaling operations, and maintaining low capital expenditure. The company needed a recruiting software that could support its international growth, deliver a seamless service to customers, and allow for straightforward resource planning. The software also needed to be intuitive, aligning with Spencer Ogden’s business processes and easily adopted by staff.

Talent International, a rapidly growing tech and digital recruiting specialist, faced a significant challenge as it expanded its operations across multiple offices, markets, and continents. The company struggled with a lack of visibility over performance, disparate reporting methods, and the physical distance between offices. These factors contributed to the growth of offices as isolated entities rather than as a unified organization. The leadership team needed a solution that would allow them to actively improve performance across all locations and ensure that every individual within the business benefited from their direction. The challenge was to find a solution that could integrate with Talent International’s existing Bullhorn solution and provide a comprehensive overview of the company's performance.

The Conexus Group, a London-based conglomerate of five companies operating in the consulting, staffing, and training space, faced a significant challenge in managing their candidate database. The database, built over a decade and a half, was filled with dormant, incomplete, or outdated entries. This made it difficult for recruiters to efficiently make placements. Candidates were typically contacted once or twice after registration, but if they weren't relevant at the time, communication would generally cease within six to twelve months. With thousands of candidates in the system, manually re-engaging was not a feasible solution. The group lacked the capacity and technology to revive these dormant relationships.

USPRO, a leading staffing agency in the Defense and Healthcare Industries, faced a significant challenge in scaling their business. Despite landing a large contract with a Department of Defense contractor in 2009, they lacked the necessary back-office support, technology, and capital to fully leverage this opportunity. The company was ill-equipped to handle large payroll operations, billing, and funding, which were critical to their growth. This situation posed a significant risk to their business, as they were unable to effectively manage their resources and lacked the necessary infrastructure to support their expansion. The challenge was to find a solution that would not only address these operational issues but also allow them to focus on their core competencies and revenue-generating activities.

IMVU, the world’s largest avatar-based social network, was facing challenges with its on-premises infrastructure which was limiting its capacity for advanced analytics. The company had been an early adopter of Apache Hadoop and Big Data technologies, but found it difficult to support and upgrade their 90-node Hadoop cluster and in-house built tooling. IMVU’s analysts lacked the tools to rapidly generate a range of business-critical reports on customer in-game behavior at scale. They were working with historical data in batches, which made analytics more complex and created multiple bottlenecks. Late reports resulted in inaccurate assumptions about customer in-game purchases, leading to slower sales and loss of profit. The analytics team also lacked a test environment to efficiently check analytics assumptions. The company sought to modernize their platform’s data architecture by introducing CI/CD, Infrastructure as Code (IaC), and other best practices, to achieve faster analytics iterations, better maintainability, and lower TCO.

DIVERSANT, the largest African American owned IT staffing firm in the U.S., specializes in helping organizations find direct hire candidates with specialized backgrounds in the IT space. However, they faced challenges in identifying candidates with niche skill sets. They used a variety of sourcing tools, job boards, referrals, and networking opportunities, but still struggled to find individuals with specialized backgrounds and hard-to-find areas of expertise. In 2019, DIVERSANT identified the need to invest in tools that would accelerate their ability to find qualified candidates and help clients support their hiring objectives. They conducted a vendor evaluation process to research additional solutions that could help.

Dynamic Search Group, a staffing and recruiting company based in Irvine, CA, was facing a significant challenge in sourcing fresh talent for their clients. The company primarily focuses on accounting and finance roles, ranging from CFO level to accounting clerks. However, they were struggling with a small candidate pool, primarily sourced from LinkedIn. The issue with this approach was that the same group of candidates was being selected and exhausted, as many recruiters were tapping into the same LinkedIn talent pool. Patricia Perez, Managing Partner at Dynamic Search Group, noted that the candidates were often overwhelmed due to the bombardment of recruitment companies reaching out to them. This situation led to the need for a more diverse and less saturated source of potential candidates.

Poshmark, a leading social commerce marketplace, was facing several challenges in its recruitment process. With a small team and limited bandwidth, the company was struggling to find a single, suitable tool that could accomplish multiple tasks. The company was also experiencing limitations with sourcing from LinkedIn alone and had difficulties in effectively engaging candidates, especially due to minimal access to accurate contact information. The company needed a platform that could help them bring in more qualified candidates quickly to keep up with business demands. They were looking for a solution that could help them source candidates for various positions on the engineering team, including Applications, Infrastructure, Security, Front-End, and Back-End Engineers.

Airtel Wynk Music, one of India's largest mobile entertainment platforms, faced a significant challenge with a large percentage of their customers going dormant. The company observed that many customers who regularly streamed music on their app would become inactive until a new music album or movie was released. However, due to the Covid-19 pandemic, new music releases in India decreased significantly. Instead of waiting for customers to return to the app on their own, the Growth team at Wynk wanted to proactively engage these dormant customers and encourage them to return to the app.

Finastra, one of the world's top three FinTech companies, faced significant challenges in securing its APIs. APIs form the core of Finastra's service, connecting banks with FinTech services. However, API security has become increasingly complex over the years, with attacks on the rise and traditional application security tools failing to provide adequate protection. The company's API traffic grew by 51%, while malicious traffic increased by 211%. Attackers have realized that APIs are now used for more business-critical services and share an increasing amount of sensitive data, leading to a heightened focus on exploiting APIs for attacks. Finastra faced internal and regulatory pressures to secure its APIs. The company needed a solution that could prevent account takeovers, identify abnormal behavior, and differentiate between 'normal' abnormal (e.g., a changed API) and malicious traffic.

Hospital Sisters Health System (HSHS), a multi-institutional healthcare system with facilities in Illinois and Wisconsin, was facing a significant challenge in attracting and hiring healthcare workers, particularly nurses. The competition for such professionals was intense, and HSHS needed to differentiate itself from other healthcare organizations. However, their career pages were basic and lacked engaging content to attract and retain potential candidates. Previously, the Talent Acquisition (TA) team had invested in creating high-quality videos with an external team, but this approach was costly, time-consuming, and often required additional editing when employees featured in the videos left the organization.

Mott MacDonald, a global engineering company, was grappling with the challenge of sourcing highly specialized engineering talent. The company was operating on a traditional, reactive recruitment model which was proving to be inefficient in the face of the increasing scarcity of specialized talent. The company needed a long-term, sustainable solution to its recruitment challenges. The core aim was to improve key business metrics and build upon the previous year’s successes after a team restructuring. The company sought to effectively manage their candidate pipelines and better focus their recruitment efforts.

OHLA USA, one of the world's largest global construction companies, faced a significant challenge in its recruitment process. The remote nature of the hiring manager role made it difficult for recruiters to obtain feedback on candidate interviews. With over 40 open roles at any given time, and multiple candidates and interviews per role, the task of tracking down hiring managers for feedback across all hiring touchpoints was time-consuming and inefficient. The company needed a solution that would streamline this process, making it easier for recruiters to gather feedback and manage the recruitment process more effectively.

Servier Saudi Arabia, a branch of the international pharmaceutical company Servier, was facing a significant HR challenge. As part of Saudi Arabia's Vision 2030 initiative to decrease unemployment, Servier was tasked with localizing talent and hiring for pharmaceutical professions such as medical representatives and medical affair officers. The company aimed to hire the best graduates and intermediate-level talent to boost their talent development program and lead a successful transformation with the next generation of pharmaceutical professionals. However, the traditional hiring process was time-consuming, often taking months to hire for a single position. This slow process was hindering Servier's ability to meet their hiring targets and compete in Saudi Arabia's competitive talent market.