Entering new territory, Huma faced the challenges of taking their business overseas and adapting to a new market and customer. They recognised the need for a team who could navigate the nuances of a US-based market, paired with a comprehensive understanding of its key drivers and customer preferences.
For Huma, this meant finding top talent that could hit the ground running and deliver results from day one. Tye Matthews, Talent and People Manager at Huma US, stated,
“there’s been recruitment partners that are great, but when we’ve had those initial conversations you can just tell there’s that missing piece”.
Tye also went on to mention that they had found that other recruiters lacked the “emotional intelligence” needed when dealing with not only different cultures but different generations of talent.
As a start-up, Huma felt initial pressure and apprehension about taking a matured network and product offering to a new location. A driving force in Huma’s search for a recruitment partner stemmed from the need to understand and vet pools of talent that could marry up to their start-up environment.
Huma were looking to fill multiple roles across a diverse range of skill sets, from commercial-level roles requiring individuals with a strong network and the ability to sell the platform through to clinicians who are involved on an everyday level, meeting with patients and ensuring the platform is used effectively. They recognised that identifying best-in-class professionals who could drive real change and showcase the potential of Huma’s offering required not only the knowledge of how to sell the product but how to sell to a US demographic and position the impact Huma could have on healthcare practices and organisations.