Seventy-five engineers for a fintech in three months, without the roadmap slipping.

The situation

The company needed seventy-five engineers inside three months to keep its product roadmap on schedule. At that pace the usual failure mode is obvious: hire fast, let the bar drift, and pay for it in rework and attrition a quarter later.

The roles were specialised enough that a generic volume push would have flooded the pipeline with the wrong profiles — and the deadline left no slack to discover that halfway through.

What we did

We planned backward from the deadline. The target was broken into several focused hiring drives, each with its own profile, pipeline, and weekly number, so the work had a shape rather than one long sprint against a big figure.

Then we ran the funnel on the numbers. Tracking conversion at every stage meant a thinning pipeline or a slow drive showed up early, while there was still time to redirect sourcing instead of missing the window.

1. 01
   A backward plan from the deadline, split into targeted drives by profile.
2. 02
   A weekly offer target per drive so no single stream could quietly stall.
3. 03
   Stage-by-stage funnel tracking to surface gaps before they cost time.
4. 04
   Sourcing redirected drive to drive as the live conversion data came in.

The outcome

The seventy-five roles closed inside the three-month window and the engineering roadmap held its schedule. The drive structure meant capacity landed in the order the product plan needed it, not in one late rush at the end.

Because the funnel was tracked from day one, the two drives that ran slow were caught and reinforced early — the difference between a plan that lands and one that explains itself afterwards.