Optimizing Your Hiring Process With Steve Urban and Scott Kegerreis

Your hiring process should not just start with stacking up resumes. If you want the right fit for the job and for your company, you need to be thorough. Joining Bob Roark today are Steve Urban and Scott Kegerreis, co-founders of Riderflex, a generalist boutique recruiting firm servicing all industries, all functions, nationwide, C-level to associates. The two recruitment experts share how you can optimize your recruitment process. It’s not just about credentials on paper but also the character and personality. It all comes down to a human element. Learn more about their process and how they’ve helped build successful companies through their work by tuning in.

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Optimizing Your Hiring Process With Steve Urban and Scott Kegerreis

The big questions are, “How do business owners like us spend our own money, time and effort? How do we grow our business and jump the line that lets us accelerate the delivery of our products and services in our community while being smart about our growth, profits, and culture, and still creating lasting value in our business?” Those are the questions in this show. We will share some of those answers. Our guests are Steve Urban, CEO and Cofounder, and Scott Kegerreis, CRO and Cofounder of Riderflex, a global recruiting and consulting firm. Welcome to the show.

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Thank you so much for being on the show. It has been a long time. The last time we talked was in February of 2018 on one of the episodes of the show. You have been hitting it out of the park. You have amazing five-star reviews counting over 200. What is it that you offer to your customers? What is it that you do?

For the readers, I’m glad to be back on the show. We are a recruiting firm and what we’re here to talk about is our recruiting business. If it wasn’t for you, I don’t think Riderflex Podcast that we would do would not exist if it wasn’t for you because you gave us that suggestion way back a long time ago. I always think to myself, “The podcast we have would not exist without Bob.”

Thank you for the mentoring and advice you gave us way back then. You have a wonderful show and all the guests that you have had on. I try to mimic that a little bit and follow your lead, especially early on when I was first getting started. Thank you for the advice and the relationship that we have. With Bob Roark is appreciated.

For the readers, Riderflex is a generalist boutique recruiting firm for all industries and functions nationwide from C-level to associates. We are having great success building the company. Scott and I started it in late 2016. We both came from executive backgrounds. I was an operations guy and Scott was a sales guy. We had met each other working at a horticulture outfit. We bonded and had a lot of similarities.

We enjoyed being around each other so we stayed in touch. I called him and said, “I want to turn Riderflex into a recruiting firm.” He’s like, “There are 20,000 recruiters. Why do we want to do that?” I said, “Most of them suck. We can do a lot better.” I’ve got some ideas on how to do it the right way because I had dealt with and hired recruiters, and recruiters had worked for me because I had run a couple of $40 million companies as a CEO. I had a lot of experience in hiring, interviewing and dealing with recruiters. I knew it could be done better.

At Buffalo Wild Wings, after the 3rd or 4th beer, I finally scratched out on a napkin what I thought we should do. I was trying to convince Scott to come to help me do it because I was an ops guy but Scott was sales. I knew that he could sell it and I could execute it. That’s how it got started but I will let Scott give a better overview of who we are and what our secret sauce is as a search firm.

For us, it all comes down to why did we start it. We were executives leading companies and it came down to our experiences. When he says that, “Most of them suck,” the part that we found, where there was a lack of value was the attention to our company, culture, our needs, and what we are needing. It felt and still feels like with all the new technology and different algorithms that you can run that people are now a commodity. It feels like a lot of the recruiting has turned people into a commodity and we are just trading paper. It is a job description for racing resumes.

Most recruiting firms are quickly trying to grab some resumes and match that to the job descriptions in an effort to get paid and make employment matches. We started the company Riderflex because we felt like the industry was broken and there was a better way. What we are trying to do is put an emphasis and focus back on the company and the culture. When we say culture, we are talking about how do companies work? What’s their headcount? What’s their revenue growth? What is the leadership style? Who are the hiring managers? How do all these people and pieces come together and function as an organization?

The best algorithms out there can very easily go scrape the internet, pull down 30 to 40 profiles from individuals, match keywords and all those people tactically can do the job but the heart and the meat of it come down to being thorough in interviewing and selecting folks that have the personality, character, attributes and most importantly the experiences to fit well with how an organization operates and works.

With all the new technology that’s out there and all the different algorithms that you can run, it feels like a lot of the recruiting has turned people into a commodity. Click To Tweet

Of all these people that might match on paper, some are going to be well-suited for Fortune 500 and big organizations, “Let me come in and do my thing, retreat to my home and do that over and over again.” They are comfortable in that and that’s great. There’s a place for everybody that has that particular profile. There are other people that enjoy risk, the fast pace of a startup, scaling, and wearing many hats. In some cases, their compensation is geared towards some equity in the organization and they can forgo some of that upfront compensation.

Our whole purpose and process are designed to dig in with the organization at the beginning and do a very good thorough discovery call where we get to talk with as many people as possible that are involved with the hiring process. It could be an owner, founders, hiring managers or any individual that’s responsible for hiring and working with the candidates that are going to be coming through.

We are doing that deep dive and discovery call, having our recruiters, and very talented team go out there and do an exhaustive and thorough search to not only find individuals who can do the job. These people have to check the boxes, come in and be able to tactically perform on the role itself but also get deep with these candidates.

We do that through video interviews and Steve has conducted most of those at the very beginning. We have another executive-level individual, Becky Roach, on our team who also conducts these video interviews. These are individuals, Steve and Becky, that have built hundreds of teams, hired thousands of people, and know how to have a conversation with an individual to understand them, learn about who they are, those experiences, characters and attributes. They help the recruiter decide if this individual is going to work well within the organization.

If somebody gets to a video interview, they tactically can do the job. They are a good fit. They will be able to come in and execute. The video interview is designed to talk to the candidate or the individual and make sure they are going to work well with Bob or whoever the owner of the organization is. It has been a very good process for us. Since we started in 2016, we have had 2,000 placements and created a database of almost 200,000 potential candidates for our team to look through along with new people that we can pull in.

It has created a 90%-plus and many times it hovers around 96% retention rate for that manager level and up individuals. It has contributed well to our clients in building strong and long-lasting teams to the point where once we are able to work with a particular company and hiring managers. They trust us and our team to do it for them again when they need more help. It’s an all-out effort to make sure that we are moving past the algorithm and ensuring that we are bringing the best-quality individual and talent to an organization to fit how they work. Steve, what else is in there?

You covered that pretty well for the readers. Let’s say you are a startup to a midsize company, you are overwhelmed, scaling up, and need to hire five people. You don’t have time, an in-house HR person or recruiter. If you do, they are overwhelmed and they don’t have time to find people. I would give Riderflex a call. We are happy to help you.

Our prices are generally 25% lower than most of the competition because we have very low overhead and no office. Scott and I don’t pay ourselves big salaries so our prices are very competitive. I would give us a call. What’s important to keep in mind and taking from what Scott said, we are going to get to know you, the client. We want to know how you work and what your style is. We are going to take time to find candidates that fit, that put them through video interviews, and exhaust efforts to make sure they match you.

What we won’t do is race resumes. If you call us and say, “I need a VP of Sales,” we are not going to start sending you resumes two days later. We are going to go through a process where we are vetting 200 to 300 people, doing 30 to 40 phone screenings, doing 10 to 15 video interviews, and picking 3 or 4 finalists to give to you, which will happen over 30 days or so.

People get confused. A lot of executives that don’t know how the recruiting world works are attracted at first to this contingency thing that some of these firms pitch. These search firms will call an executive and say, “You don’t have to have an agreement. We don’t have to have a relationship. We don’t have to sign a contract. You don’t have to give us a deposit upfront. You don’t have to give us an exclusive. Let us work on it and we will start shoving you resumes as quickly as possible.”

 

The executive hears this and they are thinking, “I don’t have to put up a deposit or an exclusive. They are going to send me people. I don’t have to pay them anything unless I hire somebody.” What happens then is they get a watered-down service from some recruiter that doesn’t even know the company, and hasn’t even talked to the hiring manager. They start shoving resumes where keywords from the resumes match keywords on the job description. That’s not recruiting. That’s algorithm work or administrative work. That’s not real recruiting and that’s not what we do.

We are going to spend time vetting the right people to match your company. Here’s a great example. Everybody talks about startups and how matching cofounder personalities and styles early on in a startup is so critical. Everybody talks about like, “Make sure the startups and the founders get along in their styles and personalities because it’s going to be so important. You are going to be living, breathing, and working together. That’s going to make or break the company. The long-term is, whether or not the founders get along.”

As the company grows, you move away from that. All of a sudden, the hiring managers get into this racing resumes algorithm keyword and they stop focusing on whether or not the person is right for the company culture. That’s fascinating. The reason Scott and I have grown 30%, 40% or 50% every year since we started, and we are still growing and having a ton of fun, is because we get along. I can talk to Scott about how my wife is getting on my nerves. I will call him and be like, “My wife is bothering me. I want to talk to you about it.”

We can talk about politics and sports and have beers together. All those things matter. They matter because you are working with these people side by side. Interestingly, we get away from that. Startups concentrate heavily on making sure people get along early on but as they get bigger, they start hiring for keywords and that’s a mistake.

You get along and you are still adding. How many folks work with Riderflex now in your team?

We have fifteen people active in total but that does scale up and down depending on how many projects we have going on. We have 5 full-time employees and 10 contractors. The contractor group scales up and down depending on how busy we are. It keeps growing. We keep adding 1099 contractors. The culture is so important. People talk about it. They use that buzzword. Everybody likes to say culture and everything on social media but do they emphasize it and mean it when they deal with their team? Do they take action on it versus just using it as a buzzword? For us, it’s critical.

We want the employees to love working here, have a work-life balance and flexibility on their schedules, be able to work remotely from wherever they want, and work on assignments that they enjoy. That is reflected in our Glassdoor reviews, which are very strong from our team because it’s very important for us to have them love being here. We don’t want it to just be a job. We build this culture where we say, “I don’t care if you work 5:00 AM to 1:00 PM or 3:00 PM to 11:00 PM. Get the job done.”

Hire people that match you and teach them the skills they need to have to help you grow as a company. Click To Tweet

If you want to work from the beach with your laptop or at the library, I don’t care. We give them lots of flexibility with scheduling and where they work from, and autonomy to be able to do the job. We don’t micromanage them. We want it to be a fun and enjoyable culture where family and work-life balance matter. That is important to us. Scott and I had talked way early on. He was very good. We will be having beers and he’s like, “We are not having a little bit of fun doing this. I don’t care how much money we are making. I don’t want to do it unless we are having fun.” That’s important.

As you get older, you start to realize, “Life is short. I want to enjoy what I’m doing.” If you are making $1 million a year but you are miserable, is your life better if you make $500,000 a year, you love who you are working with and you are having a ton of fun? It is. That’s an example of the culture we have here. It’s important to us and we spend a lot of time on that.

With the culture thing, practice what you preach. We are very diligent about that as well when we talk to contractors, people, and even our full-time employees that want to be on the team. We spend a lot of time upfront interviewing, talking, and getting them on video, asking why Riderflex and making sure they have done their homework, looked at who we are, and how we operate.

Hiring is not perfect. They haven’t all lasted but the majority of the team we’ve got in place fit the culture well. We love working with them and they love working with us. They are the key contributors to that growth. Steve mentioned some stats there on the growth we have had. It’s because we all enjoy working together, we know what the goal is, we are all pushing in the same direction and everybody fits the culture well. We have a lot of fun doing it.

The thing that strikes me is you’ve got to eat your own cooking. If you are not taking or doing the same thing in your company that you are doing for your customer, it’s evident pretty quickly. I work with a number of business owners and firms that actively buy and sell companies. What struck me is, in many cases, you will find a company where the founders are ready to exit and they find out that it has a job, and it doesn’t have a team.

The people that are advising them said, “You need to start building out your team so this business can function without you being here.” Let’s say that I’m a quintessential entrepreneur. I do payroll and all my work. I’m the COO and the main cell. I do everything and doing fairly good in the revenue space. What kind of conversation would you have with me, that business owner, trying to establish pecking order? Who do you hire first? What might you ask that individual?

It’s relevant to where we are as a company because we have grown. Scott and I started doing everything ourselves. We look at the stamps and we are doing it all. As you grow, you have to eventually hire people you can delegate to because you can’t do it all as a founder. Most founders start that way but you can’t do it all. You do have to eventually delegate. I would encourage a few things.

 

First of all, I would hire people that fit your style and culture over specific experiences. That’s important. Let me give you a perfect example. Brianna Derrera, who is our VP of Operations and has been with Scott and me almost since the beginning, controls all ops and HR. She grew with us. We knew that she fit our style, personality and culture. We knew she could put up with me and Scott. Was she qualified on paper at the time to end up being in the job she’s in? No, but now she’s fantastic at it and she has been with us for years now.

My point is to hire people that match you and teach them the skills they need to have to help you grow as a company. You can’t always do that. Let’s say you need a software developer. You don’t know how to write code and you’ve got to bring in somebody to write code for you. That’s a little different. If you can, bring in people that fit your style and teach them what you need them to do. Delegate what you already know how to do first and that frees you up as a founder to work on other things. If you delegate what you already know how to do, it’s easy to follow up and make sure that the person you gave it to is doing it right. That’s number one.

The other thing is to learn to understand, especially in the service business, that as you grow, you are putting the reputation of your brand in the hands of other people. That can be very stressful. When we first started as a firm, I did all the recruiting. There was just me. I’m the one that selected the candidates and made sure the clients were happy with the people we presented, and Scott took care of them on the sales and biz dev side.

When we started hiring recruiters, all of a sudden, our reputation and the results that we produce are in the hands of other people. That was scarier than hell, to be perfectly honest because our reputation already started to grow, we already had good reviews and now we are like, “We’ve got these three recruiters. Make sure they don’t mess us up because we have worked hard to build our reputation.” That’s scary. My advice would be to ensure that those people you are bringing on understand how much time you have spent on the brand and the reputation.

Make sure they feel your conviction around how important it is that you keep the status quo with your image. Make sure they understand your conviction around it and they will buy into that like, “They’ve got this brand and reputation. Look at these reviews. I don’t want to be the recruiter to mess this up so let me make sure I do a good job, too.” That’s very important.

One thing I would add is to highly encourage owners and people in that situation to tamper with the idea of perfection. A lot of times, the initial conversation goes, “I’m looking for that very important hire. I’m looking for that perfect candidate.” The realistic nature of hiring, recruiting, and bringing on talent is that you can infinitely search for an individual. There will always constantly be talent available or coming to light. Everybody is always looking for that perfect person, perfect candidate or that perfect one to come through.

If we’ve got the majority of those boxes checked and it feels good, I enjoy talking to this person, and I can see myself working with them long-term, then make a move. Go ahead and do it. Have the courage. Make the offer, bring that individual in, and start working with them because there is no perfect person or candidate.

Learn to understand that as you grow, you are putting the reputation of your brand in the hands of other people. Click To Tweet

A lot of times, if it feels right and good, that’s usually the moment when owners and hiring managers should be making a move to extend an offer and bring that individual onto the team. You can do this forever but eventually, you need to make a hire. If you get to the point where you’ve got those skills in place in the majority of them and it feels good, pull it in and eliminate that idea of perfection out there.

When people leave jobs or quit, 95% of the time it’s because they didn’t like somebody at the office, their boss, the culture or the style of a company. It usually comes down to some human element when they leave. Hiring managers lose sight of that and don’t think about that. They call us and say, “I want a VP of Sales and I want them to have this specific background. As long as they have all these specific backgrounds and experiences, I’m ready to hire them.” I’m like, “You also need to make sure that it matches your personality as a hiring manager.” Are they going to get along with you? Are they going to be okay in the company culture and with your style?

They need to focus on that and we get away from that. I have nothing against all the AI and tech people out there. I appreciate what you do for a living but hiring is so much more than the robot looking at a resume saying that this person can do the job, and then it’s going to work out. It’s so much more than that. We are humans working with humans, and you’ve got to make sure these human beings get along. I don’t care if the resume keywords match the job description and the robot algorithm said, “This person could do the job.”

You better make sure that you get along with the person as a human being because that’s what matters at the end of the day, and that’s why people quit. Here’s a perfect example of the stuff that we do. We have this client but the CEO is very flamboyant, gregarious, outspoken, loud, unorganized and crazy. He has built a successful company. They are making money and growing so he can have whatever style he wants. I’m not going to try to change who he is as a person.

He curses a lot, he’s super loud, and all these things. I’m not going to send Mary over there who’s super quiet, timid and librarian style. She told me she goes to church every Sunday. I didn’t ask about her religion in the interview but let’s say she told me she goes to church every Sunday. I’m not going to send that style into that environment. It’s not going to work out. That’s what we try to do. We try to see if the person can match and live in that environment. At the end of the day, Mary is not going to be happy with a super loud CEO that curses all the time. She’s going to quit. We want to make sure we match the right style there.

In thinking about the competitive environment, I saw some statistics that 12,000 Baby Boomers a day, starting in a couple of years, are going to be retiring. You and the business owners got a competitive environment. What types of insights would you offer to that business owner, given the environment that we are operating in, to attract and retain high-quality talent? You see both ends of the spectrum of people that do it well and people that seem to be at the pump all the time, trying to take and refill the tank that they lost.

Make sure you have a good culture and reputation online. That will make people interested in your company. That’s very important. Make sure that your interview process is not a long, crazy, and dragged-out type of process or it’s unattractive for the candidate. That’s another thing. It’s a good culture, good reputation, and a speedy interview process to be able to select talent and get them in the door quickly.

 

A lot of processes are too intense and take too long. It scares candidates off and they end up getting hired somewhere else. Make sure you have a good and quick process to hire. Don’t be afraid to look at older employees. There are a ton of 50 to 65-year-old candidates out there with a great amount of experience, which people are overlooking. I would encourage more people to look at those folks. That’s another thing. Scott, is there anything you want to add to that?

To re-emphasize the process piece where we see a lot of organizations getting hung up and challenged, there’s thorough and then overkill. You can be thorough and efficient with your interview process, and make it quickly without having overkill. 4-hour interviews or 5, 6, and 7 meetings become hard and cumbersome.

With those opportunities out there for people, they don’t have to sit through a 4-hour interview or do 5 or 6 different meetings with different hiring managers. All those people’s opinions and evaluations of these candidates are important. The company needs to be strategic about how can we get all these people involved but tighten that up and make it a much more efficient and thorough process. The better they can do that, the better they will be able to bring on the best talent out there and not have them move to other offers that are being given.

I would add a few more things, Bob. The old days of 8:00 to 5:00, sitting in your cubicle and driving to a building Monday through Friday are changing. If you are this old-school business owner that still tries to force that environment, you are behind the eight ball. You need to create a very flexible and fun work environment that can be remote when possible that has flexible hours. A lot of Millennials, that’s what they care about. They want a work-life balance, a fun culture, and things like that. You better create that type of environment or you are going to be left behind as a company and a hiring manager.

If you have people doing a job that only requires opening a laptop or being on the phone, those people should not be required to come into a building. That’s crazy. We need to move way beyond that. The people that should be on the road are the ones that have to physically touch something tangible. They are doing something to create or build something.

Maybe they’ve got to go to a laboratory or a warehouse. All these other jobs that are just opening laptops and being on the phone, those people should be remote if they want to be. Create a new type of environment and don’t be left behind in this old-school mentality. That will help attract and retain people as well.

You have seen countless video interviews with individuals. I’m sure that the experience ranges from, “Are you kidding me,” to, “That’s amazingly good.” Could you cover some of the always and nevers for the folks that may be doing that video interview?

Temper the idea of perfection. Click To Tweet

What we do for a living is we interview and place candidates. There’s not a day that goes by that I don’t interview somebody, go upstairs at the end of the day, talk to my wife and say, “I interviewed this one guy.” It’s every day. You need to practice interviewing, record yourself, have your spouse record you, do some mock questions, record it into a camera, play it back and look at yourself. People need to practice. That’s number one.

Number two, do your homework on the interview or the company you are applying for. Make sure you understand the job spec and did your homework on the company. Do your homework on the person interviewing you. Look them up on LinkedIn. Many people do not prepare. I’m blown away by how many people casually come into an interview and haven’t done their homework. They can’t answer the question, “Tell me about yourself,” they haven’t practiced and they are not prepared. That blows up their chances to get the job even though they are qualified. People don’t practice.

For the readers, the Riderflex Podcast, look it up. We have over a thousand clips on there and a ton of them are little short tips on job interviewing and all kinds of things. Scott has got them set up on a playlist. You can learn those. Even if you know the topic already, it’s good to be reminded about the things that you should do or not do on interviewing. Scott, is there anything else on that?

The preparation piece is key. There is no excuse with technology, all the different websites and information databases that you can go to find out a little something about the interviewers but specifically the company. There are plenty of places where you can go to find out information on an organization about who they are, how they operate, and all good stuff. There’s no excuse for not being prepared in these interviews. As Steve said, it’s amazing how many people show up unprepared to talk about the role and the organization. It’s unfortunate. Be prepared.

I was thinking back to the journey. When you started, you had a board very early on. Looking back, what impact did that board have on the success of Riderflex?

We put that advisory board together in the very beginning. We called people that were in our personal networks that owned businesses or had been executives. We surrounded ourselves with several key people that could give us advice on how to set the company up, everything from the operating agreement to the cap table and the website structure. We surrounded ourselves with advisors from the beginning and we also gave back. We offered those advisors free recruiting and some different things so that we could help them for helping us.

Building out that team early is critical. It’s super important. It also gives your brand credibility because you can show that you have support from key people that have owned businesses. That was a great move not to toot our own horn there and surround ourselves with those key people. They have all been wonderful and helped us tremendously.

 

The last thing I will say on that is it’s great to be able to call them when you come across a situation that you haven’t dealt with because they have experienced that. You can call them for advice and when you are super-stressed and scared to death because you are wondering, whether or not you are going to make payroll this week or if things are going to be all right. I’m like, “I need to know everything is going to be okay.” Scott, is there anything else?

I’m going to give all that credit to Steve, Bob. We both come from professional backgrounds. Steve’s leadership, history, and experience as a CEO and COO were critical factors in helping identify the target and bring that board together. Even beyond that, we have done so well. We have been successful and able to have so much fun along the way because Steve’s experience told us at the very beginning, “Before we even take our first step, let’s create an operating agreement.”

We are good friends. We have known each other for fifteen years but in business, anything can go wrong at any point in time. If you have a good operating agreement and foundation at the front, you know, “We now have this impasse or difference. We can’t seem to get beyond it. Let’s go over here. What is the operating agreement say? It says if we come upon this particular obstacle, we are going to go right.” You go right and you don’t have to worry about it. You don’t have to be up at night wondering how you are going to communicate or move through that.

Having an operating agreement, all those foundation pieces in place, and onboard these trusted people and advisors that we could turn to were all critical in us being able to focus on doing the business every day and not worrying about all the nitpicky BS. Sometimes it comes with starting a business with a cofounder or other people involved. You’ve got to be able to know which way the track goes and where the particular forks you can take and operate that way. I give it all to Steve that experience and having been there, done that contributed to us being able to put that in place and have some fun doing this.

I want to tack onto what Scott said and mention this to the readers. If you are a boutique recruiting or staffing firm out there and you have any interest in mergers and acquisitions, combining forces or you don’t want to do it alone anymore and you are interested in joining another brand, we are always open to those conversations. We would love to continue to build the company in volume by combining forces with others if they are interested. We have built it organically ourselves so far, which is great.

We would love to talk to other firms that might be interested in doing something together. I’m fascinated by how often people don’t want to have those conversations because there are so many boutique firms that are owned by founders who want to do it their own little way. They want to have their own little life and they don’t want to do anything or work with anybody else. We are open to bigger things and bigger conversations. If there’s anybody out there that wants to talk about building a bigger brand together, please give us a call at Riderflex.com or you can ping me on LinkedIn and Scott on LinkedIn. Anytime, we are happy to have those conversations.

Besides Riderflex.com for recruiting services, please check out our podcast. Not only do we have those daily tips that I mentioned on job interviewing and career advice but we also have over 200 guest interviews that have been uploaded. Those are all entrepreneurs, business owners, and executives who have shared their stories and given advice to the readers. There are wonderful conversations on there if you get a chance to check it out.

Make sure you have a good culture and a good reputation online that’ll make people interested in your company. Click To Tweet

I know we are bumping into the hard stop here. It’s a joy to get to be able to visit with you again. I love celebrating your success. Folks can find you on LinkedIn and the internet under Riderflex. In closing, is there anything you would like to say out there to the business community or the professionals that employ your services?

 

I want to thank Bob Roark because if we hadn’t met Bob, Riderflex Podcast wouldn’t exist, and the podcast is a big part of our brand as a recruiting firm. Thank you, Bob. We would be happy to work with you, the reader, if you have recruiting needs. Check our reputation online. Our fees and prices are very competitive, and Scott will be willing to work with you on coming up with some agreement to give us a try. If you have been burned by a crappy contingency recruiting firm out there, give us a call. We are happy to help you in any way we can from all industries, all functions, C-level to associates nationwide. Scott, is there anything else you want to add to that?

The one thing that we know is, in every company we have talked to, touched or had the opportunity to work with, everybody’s got a hiring process or something in place to bring on talent. All we ever do is ask for one shot to get a particular role they have been struggling with. Give us one shot to try and fill that role, be compared against whatever processes or opportunities they have in place, and make an evaluation. In most cases, people find value in what we do. We find great hires, they build great teams and we can do more. If you are in need and you are looking to partner with somebody, just one chance and guaranteed you will have our best efforts and some of the best talent coming through.

If you are an entrepreneur out there and you are interested in being on the Riderflex Podcast, give Scott a ping on LinkedIn, Scott.Kegerreis@RiderFlex.com. Scott can talk to you about being a guest, sharing your story, and marketing your own brand on our podcast.

Steve and Scott, it has been a treat. I appreciate your time.

Thank you, Bob.

Important Links:

• Riderflex
• Episode – Past Episode
• LinkedIn – Steve Urban
• Scott Kegerreis – LinkedIn
• Riderflex – Podcast
• Brianna Derrera – LinkedIn
• Scott.Kegerreis@RiderFlex.com

About Scott Kegerreis

Single Placement | Multi-Placement | RPO / Recruiter On Demand | Helping Companies Build Strong Teams by Focusing on Their Culture First. Stop Racing Resumes!

 

 

 

 

 

About Steve Urban

Need Recruiting Support? Short Staffed? Recruiting Firm Riderflex can help. (CEO | Founder | Entrepreneur | Executive Recruiter | Riderflex Podcast Host) #hiring #recruiter