Client

Mid-Market Technology Company | Florida-Based | 120 Employees

Situation

The client was experiencing rapid growth but lacked internal revenue operations leadership. Sales and marketing teams were misaligned, reporting lacked visibility, and leadership suspected revenue leakage due to inefficient processes.

They had previously engaged traditional recruiters but received high-volume, low-alignment candidates.

The risk:
• Slowing revenue growth
• Burnout across leadership
• Missed forecasting targets

DSE Strategy

DSE reframed the hiring objective from “Hire a RevOps Manager” to:

“Hire a revenue infrastructure architect capable of aligning sales, marketing, and finance.”

We conducted:
• Leadership stakeholder interviews
• KPI mapping across departments
• Growth stage diagnostic
• Compensation benchmarking
• Role repositioning for performance alignment

Execution

• Built a performance-based role scorecard
• Identified passive candidates with SaaS scale-up experience
• Conducted multi-layer vetting (technical, strategic, cultural)
• Presented 3 executive-caliber candidates

Time to shortlist: 17 days
Time to offer: 28 days

Outcome

Within 90 days of hire:

• Sales forecasting accuracy improved by 22%
• Lead-to-close conversion improved by 14%
• Revenue reporting cycle time reduced by 30%
• Leadership clarity increased across departments

Strategic Value to Client

DSE did not fill a position.
We strengthened the company’s revenue infrastructure.

Estimated ROI impact (Year 1): High six-figure operational efficiency gain.

Client

Healthcare Services Organization | 85 Employees | Multi-Location

Situation

The company struggled with high turnover and inconsistent performance across locations. Leadership believed they had a “talent problem,” but deeper analysis revealed:

• Poor role clarity
• Misaligned compensation structures
• No leadership pipeline

Hiring had been reactive and urgent-driven.

DSE Strategy

DSE implemented a structured talent advisory approach:

1. Workforce gap analysis

2. Role architecture redesign

3. Compensation realignment strategy

4. Performance KPI standardization

Instead of filling three mid-level roles, we advised consolidating into:

• 1 High-Impact Operations Director
• 1 Data-Driven Regional Manager

Execution

• Sourced candidates with multi-unit healthcare scaling experience
• Assessed operational improvement track records
• Evaluated culture and change management ability
• Delivered 2 curated finalists

Time to placement: 32 days

Outcome

Within 6 months:

• Turnover reduced by 35%
• Operational efficiency increased
• Leadership oversight improved across all locations
• Performance reporting standardized

Strategic Value to Client

DSE helped restructure their workforce for performance leverage — reducing cost while increasing output.

Result: Stronger margins, stronger leadership, scalable infrastructure.