Start from the capability you need. Not from where a provider already is.
Most global team decisions are made backwards — a provider has a delivery centre somewhere, so the work goes there. HBN reverses the order: what does the business need, where should it sit, how should it be built, and who are the right people.
Tell us what you needFour questions, in this sequence.
What capability?
Not a headcount request. What the business has to be able to do, at what level of seniority, and how it connects to what you already have.
Where should it sit?
Talent depth, language, timezone overlap, customer proximity, employment practicality and cost — weighted for this role rather than in the abstract.
How should it be built?
Direct HBN employment, an employer of record, a BPO, a specialist provider or a local partner. Chosen per requirement, not per our convenience.
Who are the right people?
Sourced in the chosen market and assessed against the work itself. You decide who joins your team.
Small team. Complex work.
One developer. Two support specialists. Three project managers. Four implementation consultants. Teams of this size are frequently the most valuable and the hardest to build: too small to justify an entity, too specialist to interest a large outsourcing provider.
This is where HBN is most useful. Where we already operate, a single specialist is realistic. In an entirely new geography, one role may not justify establishing a structure — and we will say so at the start rather than after you have committed.
And twenty-five people across four countries.
Scale is not the constraint — fragmentation is. An established software company adding development, implementation and support capability across several markets faces different employment regimes, different providers and a different commercial relationship in each.
HBN designs the whole structure, uses the appropriate infrastructure in each location, and gives you one commercial relationship covering all of it.
We don't match CVs to job descriptions. We understand the roles we're hiring for.
Generic recruitment compares a document to a document. Assessing a specialist for complex work needs someone who has done or managed that work — who can tell the difference between a candidate who has been near a system and one who has genuinely run it.
That capability sits inside HBN, and it is applied to every requirement we take on.
Your team. Just somewhere else.
For complex work the people belong inside your organisation, not in a separate delivery silo. You manage the work operationally. HBN can add management or governance on top if you want it, and stays out of the way if you don't.
On location choice and delivery models.
Cost per head is where everyone starts and rarely what decides the outcome. The five factors that do.
Four models, four different purchases. What each one delivers, what it assumes you have already decided, and where each one is the wrong answer.
How to decide whether a small local team is worth building, and which of the four ways of building it fits a two-person specialist requirement.