Four clients we can show you, in full.

What the four have in common

Four clients is not a statistical base, and we are not going to pretend it is. It is a consistent way of working, and the method is the thing worth reading these for.

Diagnosis before roles, when that is what the client needs

DLN Medical and Unikat Home both arrived with a growth goal and no job description. In both cases the roles were our answer, not the client's brief. Unikat is the sharper example: the fix for stalled sales was two 3D designers. Smooth Aligners was the third consultative engagement, where the diagnosis was structural rather than a missing role. The modelling work had to come off the in-house team before output could move.

AIM is the deliberate counter-example. They knew exactly what they wanted and needed it filled fast, so we skipped the discovery work and filled it. "We will tell you what you need" is the useful part. "And if you already know, we will not slow you down" is what stops it being consultant overhead.

Days, not weeks, on one clock

Four days at DLN Medical, five at Unikat Home, four and six at AIM, about seven at Smooth Aligners. Every one of those is measured from the brief to the person's first day of work, and the qualifier matters. A traditional agency's "time to fill" usually stops at offer accepted, after which the hire serves a notice period of two to twelve weeks somewhere else. Ours are contractors we already know, with availability confirmed weekly, so signing and starting are the same event. The AIM split is worth keeping as two numbers, because a real operation produces different clocks for different roles.

Clients come back

DLN Medical: six placed, three more being scoped, a year in. Unikat Home: five placed, four more under discussion, six months in. We do not claim the same for AIM or Smooth Aligners, because we have not confirmed it, and we would rather leave it out than imply it.

Talent matched to the role, not to one country

Philippines for executive support. Kosovo for operations, finance, sales development and customer service. Latin America for 3D design and dental 3D technicians. South Africa for sales development. Four markets across the four cases, chosen per seat. That is the answer to "which country do you hire from": it depends on the role, and we choose.

Sometimes the role does not exist locally at all

Smooth Aligners could not find dental technicians with Formlabs modelling experience in their own market at any speed or price. That is a different argument from cost, and a stronger one: not cheaper talent, but talent that is otherwise unavailable, and growth that otherwise does not happen.

The hire is usually not the obvious one

Unikat's stalled sales were fixed by designers, not salespeople. Smooth Aligners' output rose because specialists took work off the existing team, not because the team worked harder. DLN's executives were freed by building an operational layer underneath them, not just by giving them assistants. The recurring product is finding the constraint, not filling the requisition.

What we do not have, and say so

No client on this page has given us a quote yet, so there are none. Two of the four, DLN Medical and Unikat Home, have not yet given us a number for what changed on their side, so those pages lead on the second order instead. The two figures we do publish, AIM's 40% and Smooth Aligners' 50%, are the clients' own reports and are attributed to them by name on every page they appear. We would rather show you four stories with gaps in them than four polished ones you cannot check.

Questions about these case studies