Real Outcomes for
Real Companies.

The challenge

A Series C AI/ML startup needed to rapidly build out their Principal ML Engineer team. They were losing top candidates to FAANG competitors who could close offers faster, and their 6-month-plus search cycles were slowing product development at a critical growth stage.

Our approach

• Deep product and vision intake session with CTO — understanding stage, culture, and growth trajectory
• AI matching surfaced 12 pre-vetted Principal ML Engineer candidates within 48 hours
• Parallel technical assessment and culture screening across all candidates simultaneously
• Proactive offer negotiation and counter-offer strategy to close against FAANG competition
• 90-day onboarding support for all placements

The result

• 5 Principal ML Engineers hired across 13 weeks
• 3 of 5 placed within 14 days of engagement start
• Average time-to-hire: 11 days (vs. 6+ months previously)
• 100% two-year retention rate across all placements
• Product velocity accelerated by 40% within the first two quarters

The challenge

An enterprise SaaS company won a $50M contract requiring 130 new engineers delivered and onboarded within 90 days. Their existing team of 20 engineers couldn't scale fast enough, and missing the deadline would trigger contract penalties and damage the client relationship.

Our approach

• Team structure mapped across 8 engineering pods within 48 hours of engagement
• 5 dedicated Prisa hiring pods assigned simultaneously to different role clusters
• Batch screening and coordinated interview scheduling to maintain throughput
• Cohort-based onboarding — 4 cohorts of 30–35 engineers over 8 weeks
• Daily reporting dashboard shared with client VP Engineering

The result

• 130 engineers hired in 88 days — two days ahead of deadline
• 94% six-month retention, industry-leading for bulk placement
• $25M first-year revenue secured from the contract
• Client renewed their staffing partnership for three additional years

The challenge

A Fortune 500 tech company needed to establish a 200-person GCC in Bangalore within 12 weeks to support a major product expansion. Previous attempts with other providers had stalled on legal and compliance complexity after three months with no office.

Our approach

• Legal entity formation and banking initiated in Week 1 via our established Bangalore partner network
• Real estate selected and leased by Week 3 — avoided 6-week market search
• IT infrastructure and security implementation run in parallel with fit-out
• Leadership hiring (GCC Director, 8 Engineering Managers) prioritized in Weeks 4–6
• 200-person bulk recruitment coordinated with newly placed GCC Director

The result

• GCC operational in 11 weeks — one week ahead of target
• $48M annual savings versus equivalent US-based headcount
• 218:1 ROI in Year 1 against setup and staffing investment
• 100% leadership retention through Year 1
• GCC expanded to 350 employees by end of Year 2

The challenge

A PE-backed portfolio company needed a complete 15-person finance function built in 8 weeks ahead of an annual audit. They had no CFO, no Controller, and no reporting infrastructure — just a looming audit date and significant financial exposure if they failed.

Our approach

• CFO and Controller candidates sourced simultaneously — both placed within 10 days
• CFO onboarded in Week 2, immediately engaged in audit prep and team hiring
• 8 supporting finance roles hired in coordination with incoming CFO
• Audit-specialist candidates prioritized — all placed candidates had prior audit experience

The result

• 10 finance professionals hired and onboarded in 7 weeks
• Annual audit passed on first attempt with no material findings
• Strong financial controls implemented under new CFO
• Portfolio company valuation improved at next PE review

The challenge

A cloud infrastructure provider was experiencing SLA breaches across 4 data centers, driven by chronic understaffing and a 68% annual turnover rate. The breaches triggered $5M in contractual penalties and threatened $50M in contract renewals.

Our approach

• Staffing audit across all 4 facilities identified critical coverage gaps by shift and specialty
• Specialized data center talent pipeline activated — all candidates with NOC and infrastructure experience
• Compensation benchmarking and retention package redesign to address turnover root cause
• Staggered hiring plan to maintain coverage continuity during transition

The result

• 40 data center staff placed across all 4 facilities within 60 days
• Uptime improved from 97.2% to 99.97% within 90 days of full staffing
• SLA penalty exposure eliminated — $5M annual savings
• Staff turnover reduced by 45% in the 12 months following engagement
• $2M+ additional savings from operational efficiency improvements

The challenge

A Series B SaaS company's Engineering Director received a FAANG offer with a 40% salary increase. Losing this person would have triggered a cascade of team departures — 8 engineers had indicated they would follow the Director to the new role.

Our approach

• 48-hour diagnostic: understanding Director's real motivations beyond compensation (equity, autonomy, growth path)
• Total compensation modeling to create a credible, multi-year counter-offer
• Career trajectory roadmap presented — clear path to VP Engineering within 18 months
• Equity acceleration package structured with PE advisor
• Retention interview program established for the broader engineering team

The result

• Engineering Director accepted counter-offer and remained with the company
• Zero team departures followed — the cascade was prevented
• Director promoted to VP Engineering 18 months later
• Retention interview program identified 3 additional at-risk engineers — all retained
• Estimated cost of not retaining: $3.2M in replacement and productivity loss