The urgency was real. Flex was scaling its revenue org from roughly 50 to 90 people, targeting 35 hires by end of Q1 - 12 to 15 of them at Director level or above. The sharpest gap was a utilities-vertical sales executive, a profile Flex had already tried, and missed on, from three competitors.
We won the engagement on three things: real specialization in Director-through-VP GTM leadership at growth-stage fintech, capacity Flex's internal team didn't have, and a quality bar on candidate handling that matched the company they were building.
The urgency was real. Flex was scaling its revenue org from roughly 50 to 90 people, targeting 35 hires by end of Q1 - 12 to 15 of them at Director level or above. The sharpest gap was a utilities-vertical sales executive, a profile Flex had already tried, and missed on, from three competitors.
We won the engagement on three things: real specialization in Director-through-VP GTM leadership at growth-stage fintech, capacity Flex's internal team didn't have, and a quality bar on candidate handling that matched the company they were building.
