Quite simply, it has been about increasing our capacity to perform. Our family of companies has grown to 28 professionals, working across three distinct internal operating groups, while serving six primary end markets: Industrial, Chemical/Materials, Technology, Aerospace, Automotive and Medical. Our strategy for success includes a focus on building extensive partnerships with a defined number of clients in each of the markets we serve. This allows us to maximize the number of companies to recruit out of for our clients. Our end goal isn’t to become the largest talent acquisition firm, but to become the ‘go to’ partner and top performing vendor to our clients. The bottom line is that everything we do is about increasing our ability to execute – those that execute flawlessly, always outperform their competitors.

• As we have grown, we have concentrated on developing internal practice areas.
• We define a practice area as having deep functional expertise in the recruiting of a specific function, such as marketing or human resources.
• In some cases, we have experts on our staff who have worked in those practice area disciplines so they know what ‘good’ looks like and how to speak the technical language of that function.
• In addition to our current practice areas of marketing, human resources, operations, engineering, supply chain, executive leadership/general management, in 2015, we will be adding expertise to build our sales and finance practice areas.

Change is always the constant and the world of talent acquisition is no different. Continued globalization, demographic changes with the retiring of the baby boomers, skill gaps and talent shortages require us to continually invest internally to outperform our competition. We make investments in training our people, adding resources and practice area expertise so that we can stay ahead and be prepared for the change curve.