Rick Moore’s Post

When people hear nearshoring, they often think of low-level, operational roles. But that’s far from the truth. Nearshoring isn’t just a cost-cutting move anymore—it’s a strategy to tap into top-tier talent. 🌎 == What started as call centers and back-office work has evolved into a powerful way to source high-level, strategic hires. Take, for example, a seasoned CFO from São Paulo, fluent in English, with a background in top-tier consultancy and leadership of a major finance team. At Lupa, we’ve helped U.S. businesses hire professionals like this while saving 70% vs. an equivalent local hire. == Now, nearshoring is about: 🤝🏻 Top talent at competitive costs 🤝🏻 Real-time collaboration across shared time zones 🤝🏻 Access to exceptional professionals without competing with U.S. tech giants == Imagine having the budget to bring on senior leaders with the exact expertise you need for your biggest initiatives. If you haven’t tried nearshoring yet, now’s the time to explore it. We’re here to guide you every step of the way, or if you prefer, dive into our latest article where we share everything you need to know.

When people think nearshoring, they often picture cheap, low-level talent. But they’ve got it all wrong. Nearshoring isn’t just a cost-saving strategy anymore. It’s about unlocking top talent. 🌎 == What used to be focused on call centers and operational support has now evolved into a powerful way to find high-level, strategic hires. Picture an ambitious CFO from São Paulo, fluent in English, with experience at a top consultancy who went on to lead a large finance organization. At Lupa, we’ve helped U.S. companies make similar hires while saving 70% compared to local options. == Today, nearshoring means: 🤝🏻 High-quality talent without the Silicon Valley price tag 🤝🏻 Real-time collaboration thanks to shared time zones 🤝🏻 Access to the best talent without competing with U.S. tech giants == What would your company look like if you had the budget to hire senior talent for your most critical projects? If you haven’t tried nearshoring yet, now is the time. We’re here to talk, or check out our latest article for more info.

A flat organizational structure is generally not considered suitable for large-scale industries due to potential challenges with communication, coordination, and decision-making as the number of employees grows; while some large companies might adopt elements of a flat structure to foster innovation, a purely flat structure is more commonly found in small to medium-sized businesses and startups where agility and direct access to leadership are key. Key points about flat structures and large organizations: Scalability issues: As an organization grows, a flat structure can become unwieldy with too many employees reporting directly to a few managers, leading to inefficient communication and decision-making processes. Need for middle management: Large organizations often require middle management layers to oversee complex operations, manage large teams, and ensure consistent standards across different departments. Potential for chaos: Without clear hierarchy, large flat organizations can experience confusion and power struggles.

As we look to the future of work, investing in these skills will not only prepare leaders for the challenges ahead, but also position their businesses for sustained success. https://hubs.ly/Q02lMl9m0

Hey CEOs—Size does matter! CEOs your search for a second-in-command depends on the size of your business. And when we hire the wrong COO you can expect: - Cultural clashes from different organizational backgrounds. - A plummet in employee morale and trust. - Costly mismanagement of resources. - Operational inefficiencies This is why we must hire not only the COO who is right for us, but for our business. 1. Small (under 50 employees). The CEO is often looking for someone who can simply get work done. This is because they are too busy or need someone who can scale. -> Those COO roles tend to be for a jack of all trades. -> At this size, the COO is telling everyone what to do. -> They can stay on top of all the moving parts as the company scales. -> Someone who can handle a wide variety of work + project management. 2. Medium (50 to 200 employees). These firms generally need someone who can build a strong leadership team. They recognize the difference between a leadership and a management team. -> They bring domain expertise and can think strategically. -> This role may be the biggest thing they’ve ever done. -> They must be good at developing people and growing the team's skills. -> They probably need strong financial acumen the bigger the business gets. 3. Large (200 to 500 employees). These businesses need an increasingly seasoned COO. -> The role no longer involves telling people what to do. -> They are high-level thinking in an increasingly strategic way. -> Now, the COO is collaborating, problem-solving, and removing obstacles. 4. Enterprise Level (500 and up). -> This is beyond my sweet spot. PS - once you hire them, your COO should join -> cooalliance.com

• Succession Planning: Microsoft’s board had a clear succession plan, identifying Nadella as a potential successor well in advance. Read more 👉 https://lttr.ai/AVjQH #LeadershipLighthouse #Recruitment #TransparencyBuildsTrust #InitiativesContinueSmoothly #AvoidMakingMajor #ResolveChallengesEarly #EvolvingTechnologyLandscape #EncouragesInnovativeThinking #•CulturalShift #•ComprehensiveOnboarding

Hey CEOs—Size does matter! CEOs your search for a second-in-command depends on the size of your business. And when we hire the wrong COO you can expect: - Cultural clashes from different organizational backgrounds. - A plummet in employee morale and trust. - Costly mismanagement of resources. - Operational inefficiencies This is why we must hire not only the COO who is right for us, but for our business. 1. Small (under 50 employees). The CEO is often looking for someone who can simply get work done. This is because they are too busy or need someone who can scale. -> Those COO roles tend to be for a jack of all trades. -> At this size, the COO is telling everyone what to do. -> They can stay on top of all the moving parts as the company scales. -> Someone who can handle a wide variety of work + project management. 2. Medium (50 to 200 employees). These firms generally need someone who can build a strong leadership team. They recognize the difference between a leadership and a management team. -> They bring domain expertise and can think strategically. -> This role may be the biggest thing they’ve ever done. -> They must be good at developing people and growing the team's skills. -> They probably need strong financial acumen the bigger the business gets. 3. Large (200 to 500 employees). These businesses need an increasingly seasoned COO. -> The role no longer involves telling people what to do. -> They are high-level thinking in an increasingly strategic way. -> Now, the COO is collaborating, problem-solving, and removing obstacles. 4. Enterprise Level (500 and up). -> This is beyond my sweet spot. PS - once you hire them, your COO should join -> cooalliance.com

Sharing the official launch of my new venture: IHH offers fractional Chief of Staff services to provide companies with an executive-level leader on a short-term basis. Many small and medium sized businesses are staffed with just enough capacity to manage daily operations. When faced with significant change - a new investor, entering a new line of business, responding to new regulations - lean teams are often spread too thin and have trouble keeping up. A Chief of Staff can serve as an extension of your management team, doing the work that helps you make progress on that growing list of to-dos. Business leaders are increasingly being tasked with delivering faster results with fewer resources, and the fractional executive model combines high impact support with financial flexibility. Demand for this kind of talent is high - so much so that we signed our first client within a week of starting the company! Excited to continue the energizing work of helping leaders get projects off their plate so they can focus on serving employees and customers.

Advice for Leaders in the Scale-Up phase (16-250 employees) Here your focus shifts from just running a business to defining your industry and scaling operations. This is when you're no longer a hidden player but a formidable competitor ready to make your mark. Success hinges on strategic alignment, simplifying processes, and, crucially, assembling a team capable of executing your vision. **Advice for Leaders:** - **Leadership Development:** Invest in enhancing leadership skills across the board. Effective leadership inspires and propels your team towards common goals. - **Align and Simplify:** Ensure your team is in sync with your vision while keeping processes lean for agility. - **Upgrade Infrastructure:** Assess and strengthen your infrastructure to support growth, from technology to HR processes. - **Stay Competitive:** Use your growing market presence to innovate and challenge industry standards. **Why MACRO Recruitment is Your Strategic Partner for Scaling:** 1. **Strategic Staffing:** We find talent that not only meets your immediate needs but carries the vision and leadership potential to drive your company forward. 2. **Process Efficiency:** With the right people, operations become more streamlined, promoting a culture of efficiency and continuous improvement. 3. **Infrastructure Support:** As you grow, so do your infrastructure needs. MACRO helps implement scalable solutions, ensuring your foundation supports expansion. 4. **Advisory Services:** Benefit from our expertise in industry best practices and leadership development, keeping you ahead in the scaling journey. As you embark on this critical phase, partnering with MACRO Recruitment offers more than talent sourcing. It provides a strategic edge in navigating the complexities of scaling. Let us transform these challenges into opportunities, propelling you towards industry leadership.

• Succession Planning: Microsoft’s board had a clear succession plan, identifying Nadella as a potential successor well in advance. Read more 👉 https://lttr.ai/AVjzp #LeadershipLighthouse #Recruitment #TransparencyBuildsTrust #InitiativesContinueSmoothly #AvoidMakingMajor #ResolveChallengesEarly #EvolvingTechnologyLandscape #EncouragesInnovativeThinking #•CulturalShift #•ComprehensiveOnboarding