With an expanding global footprint, CrowdStrike wanted to rapidly build out a high-powered inside
sales team of Sales Development Representatives and Account Executives. The goal was to identify
A-player hires whilst lowering early tenure turnover, accelerating performance ramp, raising quota performance and reducing the frustration of liability hires on the sales leadership team.
Mercedes-Benz dealerships face significant hiring challenges identifying high performing job applicants. Employees are dealers most inefficient operating variable. High turnover costs and lost sales associated with poor hiring decisions severely undermine business profitability. Conventional hiring practices that rely on intuition and guesswork need to be supplemented with data and intelligence.
Crown Melbourne operates a 24/7 resort and casino facility with 8500 unionized employees, including 2400 gaming dealers. Crown's gaming dealer cohort experiences high turnover in the 0-12 month tenure group and high levels of absenteeism requiring a significant ongoing recruitment effort (turnover rate at 43%). Once hired, each recruit must attend a 6 week in-house training and induction school at a significant cost to Crown.
Crown needed a scalable, predictive and inimitable dealer selection system to grow the financial performance of their Table Games business and create a sustainable competitive advantage in the gaming industry.
Tourism, Hospitality, Resort. Table Games Dealers, Entry Level, Management.
Danny Yong, Chief Investment Officer and a founding partner of Dymon Asia Capital headquartered in Singapore, has always known that career seeker access to the financial services sector is heavily biased towards graduates from the top universities; and that this pedigree bias excludes a lot of great talent. Danny got his start at JP Morgan in 1997 as a currency and derivatives trader. He believes he had a lucky break, and made the most of it!
He wanted to give others that same opportunity by recruiting financial 'apprentices' for Dymon in trading and Investment Manager roles. So he established a philanthropic venture called Tangent to demonstrate to other employers what could be achieved if they adopted a hiring model that's 'blind' to educational pedigree and work experience, and focused instead on identifying the right person for the right role with the right DNA.