Talent acquisition for fintechs in India, for when one role at a time is not the problem

Recruitment is usually a single search: one role, one shortlist, one hire. Talent acquisition is the ongoing version, run across several roles and several months, where the work is as much about sequencing a hiring plan, holding a consistent bar and protecting the employer story as it is about filling any one seat. A fintech scaling an engineering pod, a risk function and a revenue layer at the same time is buying talent acquisition, not a one-off search.

We run talent acquisition as a partnership that sits alongside your team for the duration of a hiring push, not as a seat rented by the month. For most fintechs that means we own the sourcing and assessment for an agreed set of roles while your team owns the final decision and the candidate relationship. Where a fuller process-outsourcing model is genuinely the right answer, we will tell you, and we set out where RPO wins over specialist search separately.

Backend and platform engineering, mobile and data engineering, data science and risk modelling, product management across payments, lending and wealth, credit and fraud risk, compliance and financial crime, information and technology security, and revenue leadership. We work from senior individual contributor through director level, and selectively at CXO level, which is where the work moves into executive search.

Yes. Multi-role, multi-city pushes are the typical reason a fintech engages us for talent acquisition rather than a single search. We work Mumbai, Bengaluru, Delhi NCR, Hyderabad, Pune and Chennai continuously, and we will tell you where the pool for a given role is genuinely deeper before you fix the location in the plan.

We work on a success fee, payable when a candidate joins. There is no retainer and no fee for shortlist or assessment work that does not result in a placement, so the sourcing cost and the risk sit with us whether you run one role through us or ten. The fee is agreed before a mandate starts and is a function of role seniority and search difficulty.

Alongside it, on the roles and the periods it cannot economically cover: a sudden burst of funded headcount, a regulated or niche seat, a confidential replacement, or a leadership hire. Most of the fintechs we work with have a capable internal function. We take the load that would otherwise consume a disproportionate share of it, and hand back a clean process when the push is over.