Landing a new business-line team at a listed company

Background

The client, a listed company, decided to open a new business line. Its brand was strong in its original category but carried little weight in the new one, and the internal HR team did not know that talent market.

Challenge

• The new business had no brand recognition, so a candidate’s first reaction was “never heard of it”.
• Several interview sessions had to be concentrated into a single week, while internal interviewers had limited time.
• Compensation, options and the authority boundaries of the new business had to be spelled out early.

What we did

• Explained the strategic logic as a business spokesperson instead of pitching the company brand.
• Used the AI talent map to find adjacent pools relevant to the new business, building candidate interest first.
• Organised multiple interview days within one week, with the consultant handling feedback and expectation management throughout.
• Calibrated compensation, options and authority boundaries up front, cutting back-and-forth at the offer stage.

Timeline

1. Weeks 1–2Business diagnostic and talent mapping; defining the capability structure the new business needed.
2. Weeks 3–4Concentrated outreach and first-round conversations to build candidate interest.
3. Weeks 5–6Multiple interview days in one week, with fast closed-loop feedback.
4. Weeks 7–8Offers, onboarding and team-building follow-up.

Outcome

• 20+offers made
• 2 monthsto support launch
• 1new business line

Twenty-plus critical offers in two months put the core team of the new business line in place. The client handed over subsequent hiring for that line to RenShan as well.