HR as a Service

A fintech client approached us with multiple parallel initiatives and an urgent need to fill three roles (one role with two openings, and two additional roles with one opening each). The ecosystem already included investors and a CTO, but there was no established core team, which made hiring requirements unusually specific.

The engagement model required two parallel hiring tracks:

• hiring direct contractors to form the client's core team, and
• later scaling with Polytech hires who would integrate into the client's organization.

We had to maintain hiring quality and speed while:

• running a direct-contract track without our technical interview gate
• reducing drop-off from a time-consuming take-home task
• operating with free sourcing channels only
• keeping candidates engaged while investors/CTO were involved in decision-making and scheduling

We redesigned the hiring process to behave like a conversion funnel: reduce unnecessary candidate effort, increase clarity, add fast filters, and enforce tight SLAs on feedback. The goal was simple: keep the bar high while eliminating friction.

• First two openings (same role, 2 seats): filled within 2 weeks of search.
• Due to the absence of our technical interview for direct-contract candidates, we ran a more extensive sourcing effort:
• 36 qualified candidates in the pipeline → 9 completed the assessment → 2 offers → core team formed.
• More complex role (Senior Python AI Engineer): closed in an additional 3 weeks from 13 candidates.
• QA Engineer: filled in 2 days thanks to an existing pool of available specialists.

• The client formed its initial core team quickly while keeping quality control and decision-making transparent despite a non-standard hiring setup.
• Candidate drop-off was reduced by removing low-signal effort and introducing fast filters and alternative assessment formats.
• The model proved repeatable for the next scaling phase where Polytech hires integrate into the client's organization.