The problems we solve, and the people we solve them for.

We define our market by the problems we solve. In order to turn hiring into a competitive advantage, the businesses we work with need to face challenges in three parts of their hiring process.

1. The way they define roles
2. The way they attract talent
3. The way they assess applicants

Inefficiencies in these three areas can lead to slow or expensive hiring, or poor quality candidates. In some cases employers face all three.

The impact of these challenges is felt differently by different organisations and leaders depending on their biggest commercial and professional goals. However, in any case the businesses we work with are significantly hampered by a sub-optimal approach to hiring that in turn is preventing them from achieving their objectives as easily, quickly or well as they could.

VGC focuses on white-collar permanent hiring across construction, infrastructure and the built environment.

Our target buyers are typically operations leaders, talent and HR leads, and managing directors of mid-market and scale-up businesses where one or more of time-to-hire, cost-of-hire, or quality-of-hire is preventing them from delivering on commercial commitments.

We define our ICP using the 5 P model.

• Place includes geographic location and the region that they recruit into or have responsibility for. It also refers to their specific market and sector they operate in.
• Position means their job title, their responsibility (because job titles can be misleading), and their company.
• Path means their background and experiences. A newly promoted manager is unlikely to have had negative experiences of hiring. A well-established CEO may no longer care about the impact of one hire.
• Preferences refers to how they like to be communicated with and where you can reach them. People active on LinkedIn can see your content; clients not on LinkedIn are less commonly approached.
• Priorities are the specific areas of focus or concern for them in their work. For a senior stakeholder this might be the board level agenda, for HR it might be diversity or controlling pay.

Labelling our audience based on these five criteria helps us scale our messaging. We send hyper-relevant outreach to clients by segmenting them against core criteria within the five categories. In this way we can send multiple messages to short lists of target clients and create a positive impact.