Neupulse was preparing to launch a neuromodulation device that helps people with Tourette's Syndrome control their tics — the technology featured in the BAFTA-winning film I Swear.
Launch was close. The team was already at capacity, and there was no internal hiring capability to run a programme this size. Hiring had been handled through traditional agencies — high cost, uneven results, and nothing that lasted beyond the hire itself.
Paul Cable, the CEO, wanted a better way. He just wasn't ready to commit before he'd seen it work.
🌱 So we started small. Neupulse came in through Foundation — not a reduced service, but the complete Cohort model from the first hire: attraction, briefs, sourcing, screening, interviews, hiring-manager coordination, process design, and the systems underneath. The price was agreed up front, and we were paid as we delivered. Their leadership stayed on the business; we kept the hiring moving.
The first phase brought in:
🌳 It worked — so the partnership grew. As launch approached, the engagement moved into Growth: the full programme across leadership, engineering and customer operations. The systems and pipelines built during Foundation were already there, so each new hire came faster than the last.
The second phase added:
Through both phases we sat in every first-stage interview — running the process and working alongside managers building their hiring confidence for the first time. The brief was never just to fill the roles. It was to help the team learn how to hire.
🏁 Eleven hires, two phases, a company ready for launch. And unlike an agency, the systems, processes and pipelines built along the way belong to Neupulse — lowering the cost and effort of every hire that follows.
The result wasn't just a team built for launch. It was a company that now knows how to hire.