FRESHA
You get that leadership right, and it has an incredible cascading effect.”
Sharee cites Kiran’ s joining Fresha as a key example of this effect. The pace of scaling at the business combined with the sheer headcount required to deliver on ambition, made getting recruitment right critical.
“ When I joined, we outsourced all our recruitment,” she explains.“ We were moving at supersonic speed, but still seeing huge churn. One of my first messages to William was that we had to hire our own internal recruitment function, led by someone like Kiran with the kind of deep specialisation and right cultural fit.
“ And it’ s worked: our turnover is lower, our engagement higher, our performance is accelerating and our revenue continues to grow,” she says.“ None of this is by accident. Getting hiring right is one of the most fundamental parts of any high-performing strategy.”
Kiran hit the ground running:“ I start with a healthcheck, speaking with teams, senior stakeholders, leaders and just embedding myself in the culture – only by having that level of immersion can you really get out there and build a function that’ s going to reflect and strengthen what you’ re trying to do as a business.“ Then it was about processes and removing any misalignment to ensure we were focused on very intentional hiring,” he says.“ There’ s key things you need to address there: what problems are the business trying to solve, what skills do we need and what will raise the bar from a competency perspective.
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