Selected engagements.

Beyond Blue needed to digitise one of its core Early Intervention services and required a squad to design, build and release a new digital experience. As a large, complex charity with multiple stakeholders and governance layers, the brief presented real challenges for attracting specialist talent.

We built a clear and detailed picture of the organisation, its services and internal structure — then constructed a compelling narrative around the human impact of the work. This overcame common hesitations about pace and bureaucracy in the not-for-profit sector.

Pay.com.au is a B2B payment platform helping businesses earn rewards on their transactions. They launched into a congested and rapidly expanding fintech category, making it difficult to stand out in the market for talent.

We identified a differentiated narrative built around the creative and content opportunities within the marketing function — drawing on the rewards-driven nature of the product to attract talent motivated by something beyond pure feature and product marketing.

As the business scaled, the challenge evolved. We continued to place roles across marketing, product and operations as headcount grew.

Yarra Valley Water — Victoria's largest water utility, servicing 30% of the state's population — was undertaking an ambitious CX transformation. The specialist roles had been open for months and were now time-critical, with a Christmas deadline and constrained budgets.

We led a deep discovery process to understand the working environment and articulate the essential, high-impact nature of YVW's service. This became the foundation of a targeted campaign into specialist CX and design talent communities.

Bang the Table — a successful Australian B2B SaaS business providing digital participation solutions to the public sector — decided to relocate its product management and design functions to Melbourne. We were engaged to build the local capability from scratch.

The brief expanded as the business grew. Bang the Table was acquired by Granicus, a global GovTech business, which simultaneously acquired OpenCities. The two AU operations were merged. We continued to recruit through the acquisition and merger period, navigating significant organisational change on behalf of both businesses.

Aesop was building its internal digital capability for the first time, decoupling from a US-based agency with a fixed end date. Ten specialist roles needed to be filled in three months — over Christmas — having remained open for the prior six.

We embedded as Aesop's talent partner, learning the brand deeply and representing it with precision in a market where tone and cultural alignment matter as much as technical fit.

KOJO is a creative studio working across film, TV, sport and brand experiences. Growing quickly, they needed a single recruitment partner to build their digital team and bring consistency to a fragmented process.

We became an extension of the KOJO team — managing the full talent acquisition function across production, design, development, strategy and business development.

Venntifact had exhausted their networks. External recruitment fees had become unsustainable for the specialist skills they needed, and multiple in-house solutions had already failed. We began with a full audit of their talent acquisition approach.

Within 30 days we had redesigned their materials, strategy and process — repositioning the business in the market and giving them the tools to compete against start-ups, scale-ups and large enterprise in the search for specialist talent.

Signal is a US-based data technology business that needed a local talent partner to scale a new Australian joint venture. They required someone who could operate as an extension of their US HR team — on the ground, embedded, and deeply connected to the local market.

We worked on-site, built the Melbourne team from the ground up, and remained close to the business across onboarding, culture and process as it found its footing.