Case Studies

 HR Remapped Around Outcomes

Sector: National Charity
Engagement Type: Functional Workforce X-Ray + Redesign

The Challenge

The HR function was operating reactively.

• Role ambiguity
• Operational firefighting
• Limited strategic influence
• Increasing pressure from AI adoption discussions

The organisation required clarity on how HR should operate in the Fusion Era, beyond policy and process.

The Diagnosis

A Functional Workforce X-Ray identified:

• HR roles structured around task ownership, not outcomes
• Fragmented accountability
• Overlap between operational and strategic work
• Misalignment between workforce strategy and delivery model

The Redesign

The HR function was remapped around:

• Outcome clusters
• Clear ownership of capability domains
• Separation of strategic and operational lanes
• Human + digital workflow integration

Governance and decision pathways were clarified to reduce drift.

The Outcome

• HR transitioned from reactive to strategic
• Clearer executive visibility
• Reduced duplication
• Defined roadmap for AI integration within HR workflows
• Improved alignment between workforce architecture and service delivery

 Embedded Talent Architecture at Scale

Sector: Global Enterprise
Engagement Type: Workforce Implementation (Embedded Model)

The Challenge

The organisation required scalable hiring support across multiple functions without expanding internal headcount.

Internal TA leadership needed to focus on strategy, not operational execution.

The Approach

Rather than operate as an external recruiter, we embedded talent architecture capability into the organisation.

This included:

• Structural alignment of hiring to business outcomes
• Flexible Recruitment Architecture (FRA)
• Integrated sourcing strategy
• Embedded delivery capability
• Reporting aligned to executive visibility

The Outcome

• Scalable hiring without internal headcount expansion
• Reduced operational pressure on TA leadership
• Improved hiring alignment to business priorities
• Greater strategic focus for internal talent leadership
• Long-term embedded partnership model

Outsourced ATS & Sourcing Management

Sector: Global Events & Entertainment
Engagement Type: Workforce Implementation + TA Infrastructure Redesign

The Challenge

Internal TA leadership was heavily consumed by:

• ATS management
• Sourcing execution
• Administrative processes

This limited their ability to operate strategically, particularly during growth and venue expansion.

The Intervention

We assumed responsibility for:

• ATS infrastructure management
• Candidate sourcing architecture
• Workflow optimisation
• Reporting visibility
• Operational delivery support

This repositioned the internal TA Lead as a strategic workforce partner rather than an operational manager.

The Outcome

• Internal TA leadership operating 100% strategically
• Improved hiring efficiency, decreasing agency dependency and reducing fixed costs
• Clear operational ownership
• Increased visibility across growth cycles
• Stronger alignment between hiring and business expansion plans