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A global data and analytics organisation needed to build a new shared services centre (SSC) in Brazil. The centre would support a wide mix of work across technology and finance, and required talent with specialist skills in areas such as infrastructure, development, databases, BI, and core finance operations including accounts payable, accounts receivable, treasury, and planning.
This was not a simple hiring project. The entire SSC had to be built from scratch, and roles ranged from entry-level through to management. Candidates needed experience with complex technology platforms and, in many cases, had to be willing to relocate to the city where the SSC would be based.
The organisation needed a partner who could design a clear approach, attract specialist talent at scale, and support new joiners throughout their first months in role.
We began by forming a dedicated team to map out the strongest location for the SSC. Once the city was identified, our team focused on two pools; talent already living in or near the area and specialists open to relocating.
From there, we built a tailored recruitment model. This included refining role profiles, shaping the right outreach tone for candidates, and creating new career‑site content designed specifically for this project.
We ran the full hiring process end‑to‑end — from sourcing and assessment through to onboarding support. To help keep attrition low, we checked in with new joiners during their first months through structured satisfaction surveys.
All data and information handling ran through the client’s ATS, keeping everything consistent and easy to monitor.
The new SSC opened with a strong foundation of experienced talent.
In total, 300 people were hired into the centre:
Roles ranged from entry‑level through to experienced managers, giving the organisation the capability mix it needed from day one.
The project delivered; full hiring coverage, from profile alignment to onboarding, a strong pool of candidates willing to relocate, and early‑tenure support to help reduce initial turnover. This approach helped the organisation launch a complex SSC at speed, with the right skills and structure in place from the start.
