Connecting experts and clients, fast

When Talmix posted an urgent consultancy role for a specialist in helicopter rotor blades for a project in Peru, the challenge was set to find the right person. “We had three strong applicants within 48 hours by tapping into our network of consultants,” says CEO Olivier Van Calster.

Talmix manages the automated process of sourcing worldwide experts from its database of 40,000 independent consultants, using its proprietary algorithm-powered technology. Often at very short notice.

“Our solution deploys human capital in a much more frictionless, flexible, cost-effective way than was ever possible before the emergence of a tech platform like ours,” says Van Calster.

Digital democratises the market

Head of marketing Dorothy Mead explains that the possibility of someone based in Bhutan looking for a project in Baltimore was unheard of until widespread broadband and digital technologies opened up the market.

However, the digital age has created both professional consultancy supply and demand.

“The classic change paradigm of businesses seeking growth is completely dwarfed by digital as businesses move to digital platforms,” says Mead.

While companies need a specific skill set, many do not necessarily have those capabilities. “Talent movement is driven by the need for but also serviced by digital change,” she says.

Enabling virtual market exploration

For businesses looking to scale into new markets, choosing a new location can often be a binary decision. But the Talmix model allows its clients to explore these markets without having to physically move into them.

“Today, there’s a lot more potential for businesses to scale virtually first before they have to make the decision to move there,” says Mead.

Added to this flexibility is the speed-to-market factor. Companies may be looking to make time-critical business decisions – such as a corporate acquisition – where real-time insight and intelligence are vital.

“Because of the speed and the scale of the consultant network through the technology we deploy, we can deliver those results in minutes,” explains Van Calster.

A client and a consultant can connect through the platform, with a natural energy in the model.

Olivier Van Calster, Talmix

Managing worldwide human capital

Talmix has benefited from building its export sales – 30% of its turnover is generated in North America thanks to being an “internet-leveraged business”, says Van Calster. “We are able to export services to the US with very little incremental investment,” he says.

This scalable and efficient model has appealed to private investors and UK venture capital investors. Talmix has raised £8m in equity through funds supported by the UK’s Enterprise Investment Scheme. And the business has also tapped the venture debt market through Barclays.

The company’s proprietary technology helps to automatically manage relationships with its very large network of consultants. “A client and a consultant can connect through the platform, with a natural energy in the model,” say Van Calster.

When clients and consultants agree the terms, Talmix contracts with both parties “to maintain the quality of the service, visibility of completion and overall satisfaction”, he says.