Case Study: Launching an Offshore Wind Department

Our Client

This global engineering consultancy is aiming to be THE leading consultancy in US offshore wind and started working with us off the back of our successes recruiting in the European market. With a world-class reputation, multi $billion turnover and 10,000+ employees globally, they were in a strong position but needed to make the right hire.     

The Challenge

Despite a global presence and a world-class reputation within infrastructure design and consulting, offshore wind was a new venture for the client which meant they weren’t well heard of within the US industry. In what is already a relatively new industry in the US, with a limited experienced talent pool, they were in need of US based industry EXPERT, with strong technical proficiency that could both balance the initial hands-on business development responsibilities of a start up and development of projects once awarded, as well as the capability to manage a team further down the line.

With a consistent finger on the pulse of the market we were recognised as a leading US industry specialist and realizing the need to make the right hire, our client employed us on a retained basis, paying a proportion of the fee up front and guaranteeing our premium level of service.

What Happened 

Given this commitment from the client, we were immediately able to prioritise the role, assessing internal options as well as a thoroughly assessing the wider market. Utilizing strong relationships in the market, we were able to achieve a number of qualified referrals from trusted senior industry figures, supplementing our own pool of candidates, achieved through direct approaches within competing consultancies and developers. Recognising the niche nature of the industry and with the initial retainer sum covering initial marketing costs, we reinvested that money into hosting industry networking events to further encourage passive candidates in the market.

This paid off as we were soon able to create a significant understanding on the qualified proportion of the market and whether their motivations aligned with the client’s long-term goals. After 3 weeks of internal and external networking and screening, 5 candidates were shortlisted and submitted (all passive and NOT on jobs boards), 4 were interviewed and the successful candidate was hired after 3 stages of interview. 1 of the 4 candidates interviewed remains of interest and in contention should a similar role elsewhere in the renewable group arise.

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William Vamplew

3rd February

Case studies