Our client had successfully piloted drone show solutions across several markets. Market demand was validated and the technology proven, but the next step was to build a company capable of scaling globally.
The search had to be completed under extremely tight timelines. In addition, it was not immediately clear which industry would produce the right candidate — events, IT, or adjacent industries related to drone technologies.
Another critical requirement was balancing creative, aesthetic excellence with product standardization. The CEO also needed to be comfortable operating within a Board structure that was deeply involved in day-to-day operations, reflecting the company’s stage of growth.
We developed a focused search strategy targeting companies where candidates had addressed challenges similar to those faced by our client: building scalable processes, implementing quality standards, establishing cross-functional collaboration between project and operational teams, and introducing a clear OKR framework.
Within two weeks, we identified a candidate through our trusted network. A seasoned executive we had known for over five years, he quickly refined the technical architecture, assembled the core team, and delivered a working prototype within a very short timeframe.
Our client had completed an acceleration program with one of Saudi Arabia’s leading accelerators. The objective was to identify a CTO capable of building a local engineering team within the Kingdom and rapidly developing an MVP to support the client’s application for a SAMA license (Saudi Central Bank).
The timeline for delivering the MVP was extremely tight. In addition, the client’s brand had limited recognition in the Saudi market, while the role required very strong and highly specialized technical expertise.
Through our CTO network, we identified a candidate within two weeks — a proven executive we had worked with and known for over five years. In a short timeframe, he clarified the system architecture, assembled the local development team, and delivered a working prototype.
Our client faced the need to launch and strengthen several new business lines:
• an animal feed manufacturing business, with the objective of increasing market share
• expansion of the B2B segment within the food manufacturing business to increase the share of high-margin products in the company’s portfolio
The Board of Directors expressed a strong preference for candidates from the local market. However, the required competencies were not always readily available within the country. Timelines were tight, as the new strategy needed to be executed without delay.
During the initial search phase, the HR Director left the company, further increasing urgency. In addition, decision-making involved multiple stakeholders, including the CEO, senior management, and the Compensation & Benefits Committee.
We delivered the searches sequentially, based on priority, analyzing both the Saudi market and the broader MENA region to identify candidates with deep regional expertise.
As a result, all finalists were sourced within Saudi Arabia and successfully completed their probation periods.
Our client, an IT company based in Dubai, engaged us at a stage when the organization had no dedicated HR function. The total headcount was 60 employees. HR processes were undocumented, and there was a lack of clarity around the organizational structure, including roles within newly formed teams, such as those in Saudi Arabia.
The company was experiencing rapid growth, with multiple hiring priorities emerging simultaneously — from customer support roles in Egypt to specialized managerial and leadership positions in Qatar and Saudi Arabia, as well as targeted hiring needs across Turkey and other markets.
In addition, no HR system had been implemented, and core HR processes were not defined.
Over the course of the engagement (approximately two years), we supported the hiring of more than 100 professionals across various levels. An HR system was implemented, and key HR processes were documented and standardized. An HR Director was appointed, and a 360-degree leadership assessment was conducted.
We also addressed local organizational design challenges across specific offices and engaged external advisors to support strategic IT-related initiatives. The project was delivered by a dedicated team of six Clarity Partners professionals, including a Partner.
Our client, one of the leaders in the grain trading market, was undergoing a full digital transformation, including its trading operations. After several months of searching for a suitable off-the-shelf solution, the company decided to build its own platform connecting grain traders and farmers.
An external vendor was engaged to develop the IT product, but the project failed to meet its deadlines: the MVP was not functional, and the root cause of the issues was unclear. As a result, the company decided to hire a CTO to lead and stabilize the project.
The client lacked in-house technical expertise to understand why the MVP was not working and to properly assess candidates for the CTO role. No one within the existing team had prior experience in product development, particularly in an outstaffing model, where contractors are paid hourly rather than working under a fixed-scope contract.
We engaged our technology expert to help define the critical requirements for the CTO profile and to recommend front-end and back-end specialists to lead the technical stages of the interview process.
These experts designed a practical case for finalists and developed a structured questionnaire for HR interviews. In addition, they conducted a comprehensive code audit, which allowed us to clearly identify the competencies required for the CTO to successfully deliver the marketplace.
Within five weeks, the client interviewed several candidates and selected a finalist who successfully completed the probation period and integrated seamlessly into the team.
The company’s new CEO set out to strengthen the commercial and marketing functions by appointing three senior leaders to drive e-commerce development, reinforce a flagship brand, and leverage consumer data to support informed commercial decision-making.
As all three roles were critical to executing the new strategic plan, the client required a fast and coordinated search process.
The search involved relocation to the client’s global headquarters in a small European capital. The company set exceptionally high professional standards for candidates.
In addition, all three roles had to be worked on in parallel and closed within a very short timeframe, while simultaneously exploring multiple markets across Europe and North America.
The AD Pro team demonstrated a high level of agility: negotiations, alignment, and interviews were scheduled with minimal lead time. We structured the engagement so that the client consistently felt like our top priority — a point later confirmed in feedback from their CEO.
We immersed ourselves deeply in the client’s business, consulting with and engaging industry experts throughout the search. As a result, world-class executives joined the company: the Marketing Manager was sourced in Russia, the Research Director in the Netherlands, and the E-Commerce Director in Canada.
Our client, a leading IT consulting company, decided to launch a new product line. At the time of this decision, product development was handled by fragmented development teams, with no established processes or unified product artifacts in place.
The company had no prior experience in product development. There was a lack of product culture within the team and no clear understanding of how to structure development processes.
In addition, leadership roles had historically been filled through internal promotions rather than external hires, making it difficult for new senior executives to integrate into the organization.
We built a comprehensive longlist and presented more than 10 CTO candidates over a four-month period. This allowed the company’s leadership team to make a well-informed decision after thoroughly assessing each profile.
The selected candidate proved to be an excellent fit for the role and successfully integrated into the company’s culture, completing the probation period with strong results.
Our client, a leading commodities trader, is committed to making all key decisions based on data. To support this approach, the company was developing multiple dashboards using Power BI.
However, the organization lacked a senior analyst capable of working directly with top leadership including shareholders, the CEO, and second-line executives - to gather business requirements, design a target reporting model, and implement it using the company’s existing data landscape.
The company did not have strong in-house expertise in Power BI, which made it difficult for the client to accurately assess the technical capabilities of potential candidates.
We engaged one of the leading Power BI architects from a company specializing in analytics system implementations. The expert supported us in designing structured HR interview questionnaires, screening CVs, reviewing test assignments, and conducting technical interviews.
As a result, the business owner was able to make a well-informed decision with minimal risk. Within five weeks, an offer was accepted by an experienced analyst with strong data skills, deep expertise in Power BI, and a strong sense of design. The candidate successfully completed the probation period and integrated seamlessly into the client’s team.
Our client, a decentralized finance (DeFi) platform, planned a significant expansion across global markets. To support this growth, the company needed to strengthen its team with multiple roles — from a senior marketing leader and digital channels specialist to a copywriter and data analyst.
Like many crypto projects, the client was prepared to compensate team members exclusively in cryptocurrency. At the same time, candidate requirements were exceptionally high: applicants needed to solve complex business cases in a clear and structured manner in English during interviews and demonstrate strong motivation to join the project.
In addition, the startup was scaling rapidly and could not afford delays — four roles needed to be filled almost simultaneously.
We assembled a dedicated team of two managers and three research consultants to work on the engagement. Each team member had clear responsibilities, while maintaining close collaboration and continuous information sharing.
Our search spanned multiple regions, including the CIS, the Baltics, Southern Europe, and select Western markets. We leveraged a wide range of sourcing channels — from LinkedIn and HH.ru to niche professional chats, communities, and social media groups.
As a result, one candidate was sourced in the United Kingdom, one in the United States, and two in Russia.
Our client, a medical devices distributor, experienced significant growth during the pandemic. At that stage, sales and business development were managed directly by the company’s shareholders. By 2022, it became clear that the scale and complexity of the business required a dedicated Commercial Director.
The company was preparing to launch its own private labels and expand its product portfolio by an additional 10 SKUs. This required a leader with an established industry network and proven experience in building commercial processes within fast-growing organizations.
The company’s revenue scale and size, combined with the absence of a strong brand, made attracting senior commercial talent particularly challenging. High market competition further discouraged potential candidates, who perceived significant risk in joining a smaller market player.
We identified the most relevant target companies with strong sales excellence, focusing on the top 10 pharmaceutical manufacturers. We then conducted direct outreach to a broad pool of professionals with key account management experience.
To enhance the quality of referrals, we introduced a referral incentive, which resulted in highly qualified candidate recommendations. Within three weeks, the client received a shortlist of four strong candidates.
The selected finalist had led the launch of an OTC business line at a top-10 pharmaceutical company, managed a team of 40 people, and built sales totaling RUB 18 billion.
Our client, a Switzerland-based investment fund, required a Strategy Manager with a Big 3 consulting background to support a range of analytical initiatives across the fund’s activities. The client was open to candidates from multiple geographies.
At the outset, the exact scope of required competencies and the appropriate seniority level were not fully defined. In addition, the client wanted to review candidates from different regions to ensure a broad and comparative perspective.
We built a shortlist comprising candidates across three different seniority levels and sourced profiles from multiple countries. Finalists successfully completed case interviews and presented models and presentations from their previous roles, enabling the client to make a well-informed decision.
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