Consulting

Re-engaging candidates not contacted in 2+ years and refreshed 6% of a staffing firm's talent database by email.

Staffing a 200+ person dev center in a new country When a consulting firm expanded into Mexico, we built a compliant, bilingual hiring experience, launched an employer brand campaign across social media, video and billboards, and added a referral program.

The challenge A small EAM consulting and technology firm wanted to compete for public-sector work, where most contracts are won through formal RFPs. It had no proposal function at all. Every response was a scramble, and the firm had no consistent process or content to compete with larger, more established bidders. The approach Kady created the firm's proposal management department from the ground up. A capture process: put a capture process in place to track opportunities bef

Leading the go-to-market expansion of a two-sided talent marketplace into staffing services, from market analysis and new solution offerings to sales training, enablement materials, and a refreshed website and social channels.

The challenge One of the country's top IT staffing firms wanted to grow beyond simply placing IT talent and start selling IT services. Its brand, website and sales team were all built around staffing, so buyers knew it as a place to find talent, not a partner that could deliver solutions. The firm had to change how the market saw it, and how its own sellers sold. The approach Kady built the go-to-market plan for the pivot and carried it through every channel. Solution offerin

Moved a company off a large paid Google Ads budget and onto an organic social media strategy built around community, keeping lead generation steady while saving $300K a year.

Ran the Airport Maximo User Group (AMUG) for an IBM Business Partner, growing membership 15% with targeted programming, a member newsletter and in-person meetups at IBM Pulse and the ACI conference.

The challenge One of the top IT staffing firms in the country needed more applications flowing into its ATS. Its talent network ran on a bolt-on, out-of-the-box solution that didn't integrate well with Bullhorn, so candidate data came in incomplete and recruiters couldn't easily market to the people who had already raised their hand. The firm was paying to attract talent it couldn't fully use or re-market to. The approach Kady started by sourcing and evaluating talent network