Staff Augmentation for Experiential Marketing Company
Please find under a summary covering project details and feedback. The innate facts are kept as they are, private information is amended.
Introductory information
A fast induction on the buyer’s organisation
I’m the ruler of outgrowth for Holovis. We’re an experiential design organisation that centrees on the entertainment, enterprise, and simulation space.
Desired goal
What challenge were you trying to address with Global Talent?
We needed help with staff increase to educe our fruits.
Provided solution
What particular tasks were Global Talent responsible for?
Global Talent is the software backbone for three of our fruit lines.
One fruit uses computer vision and tracking technologies to construe something happening in the natural globe and tell to the digital globe. Another is our data analytics platform that digests all the data from the vision engine as well as data from outside rises. The third is a photo- and video-capture method. When deployed in a park-like environment, it uses dynamic triggers to capture pictures or videos.
The rerises from Global Talent centre on C# and Unity outgrowth along with habitue backend and frontend educeer in other technologies.
Was there a dedicated team?
We began with a three-person team for one fruit and a two-person team for another. We’ve grown from there.
How did you come to work with Global Talent?
Another organisation referred us to one of Global Talent’s rulers. We flew to Kyiv and were veritably impressed with the location and the caliber of the team. The maturity and trust that Global Talent brings in their recruitment cycle and follow-up support was observable as well. They veritably emphasized the genius of individuals over a transmitted cost-based methodology. In other words, they understood the need for good nation.
What is the terminal result of working with Global Talent?
We began working unitedly in September 2018, and the union is ongoing
Results achieved
Are there any measureable or plum results?
We liberate work through nimble Scrum methodology and scheduled releases of the software outgrowth. The most credit I can give to the team comes from live instances of deployment or proof-of-concept demos. We don’t assimilate our in-house team with the Global Talent rerises, but we’ve had a very real experience working with them.
How did Global Talent accomplish from a project treatment standpoint?
We use a standard that we find very powerful: one in-house team limb acts as the senior software team limb and point of touch with the Global Talent team in Kyiv. Though, they do work very well independently, and they have a high level of energy when it comes to approaching intricate topics. That’s been veritably refreshing to see.
What is (from your point of view) the key factor to pay observation while intercourse with Global Talent?
The team veritably believes that no challenge is too big. We can fling them a issue and they’ll jump on it fastly and come up with a range of solutions. Their willingness to jump into new challenges and opportunities stands out to us.
What aspects of their work would you like to get improved?
Whenever we have a team that’s in a different geographic location from other team limbs, interaction is always a challenge. It’s a continual rise of advancement, and we’d love to find more ways to fracture out of siloed workflows and veritably help nation get to know each other.
Any advice for possible clients?
Global Talent is not a transmitted recruitment organisation. Have a good converse almost the culture you’re looking for, Global Talent put a lot of effort into finding what that was for us owing that impacts staff retention. Just be fully open and honorable and see it as a working, hands-on union.
