What evidence can you share that demonstrates the impact of the engagement?
The first real test was when we started recruitment. They kept their promises to us about how quickly they could set up a team. I think we had the first hire in just four weeks, and the other two were on board no more than two weeks later. After this, I went to Kyiv to do more interviews and selected the candidates we wanted to hire, which were on board within six weeks. We didn’t think they’d actually manage to recruit that quickly, but they did it and worked really hard to achieve the commitments they made to us.
I’m in this for the long term with Global Talent. They’re really transparent with us about where they’re trying to develop themselves, and it just encourages trust. I know they genuinely mean it when they tell me what they can and can’t do. Furthermore, they provide all the facilities to host our business in Kyiv, including office space, security, oversight, and management for recruitment. However, I take full responsibility for managing the team. We treat them like our own employees in the sense that they participate in the same events, get access to the same information, share the same tools, and contribute to every part of our business. We now have a leadership team reporting to me that has two members from Kyiv on it.
When it comes to metrics, I’m interested in Global Talent getting recruitment done on time and having accurate billing. They’ve never disappointed, and if they make a mistake, they’re the first to tell me about it. They never give me any cause for doubt.
How did Global Talent perform from a project management standpoint?
It’s proven to be a very successful relationship.
What did you find most impressive about them?
We appreciated their attitude toward customers—they don’t treat us like a contract and are rather incredibly invested in our success, as well as their own. They make sure we’re getting the best possible service and even have a manager responsible for client happiness. Global Talent goes out of their way to make us feel welcome by organizing events, transportation, hotels, and even parties. They’ve made it an easy experience. Their attention to customers really differentiates them, and I’ve never experienced anything like it with an outsourced company.
Are there any areas they could improve?
Any growing business has its challenges to deal with. They need to grow their own team. While we’ve really enjoyed having a close relationship with their executive team for a long time, they need to grow a customer base of their own and they can’t really afford to spend that much time with us. I told them it’d be really handy if we could get an account manager, and their CMO agreed. He gave us a choice of people to work with, and we’ve been working with that manager ever since.
Overall, Global Talent is very mindful of its own growth and challenges. I’m really excited to watch them grow and I’m happy that we’ve gotten the opportunity to work with them and learn from their experience in this region. I can’t really say I have a particular area of concern about working with them.
Do you have any advice for future clients of theirs?
If you think this is an outsourcing relationship where you can fire your specifications at a team and have them turn that into a wonderful application, I think you’re misreading the business model. They’re giving you access to really talented people, but you’ve got to invest in that as well, which means that you’re going to have to get on a plane and spend time with them. That’s part of the management responsibility.
If we invest our time, the results we’re going to get are exceptional. We have to treat them like staff, not like an outsourcer. That’s not because we can’t work with them through an arm’s length contract, but from my experience, we get the best outcome possible by getting up close and personal, spending time with the people, learning the culture and personalities, and integrating them into the team.