Service area
Talent intelligence & due diligence
Entering a location, pricing an offer, or evaluating an acquisition's workforce. Decisions with evidence behind them, before you commit capital or headcount.
Four questions this answers
- Can this location support the team we are planning? Real availability by discipline and seniority, with the competitor density that will determine your attrition rate.
- What does this role actually pay here? Not a survey average across four countries. What the last six people at that level moved for, in that city, this year.
- Who is in the competitor's leadership layer? Named org charts, tenure, likely mobility and the reporting lines that explain how they actually operate.
- Does the target's workforce survive the acquisition? Key-person risk, retention exposure, comp gaps that will surface at integration, and the roles you will be replacing in year one whether you plan to or not.
What you receive
A written briefing with the underlying data, not a slide deck of conclusions. Named individuals where the engagement covers people. Sources and method stated, so your own team can challenge the findings rather than take them on trust.
Independence
A talent intelligence engagement does not commit you to a search. We are frequently asked for a market map by companies who then hire internally or decide not to hire at all. That is a good outcome and it is priced as its own piece of work rather than as a loss-leader.
Who commissions this
Private equity and venture investors before a transaction. Boards evaluating a new market. CHROs pricing a compensation review. And hiring managers who have been told a role is unfillable and want to know whether that is true.
Related
Location work often precedes a greenfield build. Compensation work often precedes a retained search, and the map is credited against the search fee when both are commissioned together.