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LEADERSHIP TEAM

Ryan Carfley | SVP, Delivery

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Ryan Carfley (he/him) is senior vice president of delivery at WilsonHCG. He has more than two decades of experience in RPO and contingent workforce solutions and leads the company’s global life sciences division. He is the former CEO of Personify, a global RPO provider headquartered in Raleigh, North Carolina and led the company’s exponential growth, which culminated in the company being acquired by WilsonHCG in 2023. The company has since been fully integrated into WilsonHCG. Ryan is a Triangle Business Journal 40 under 40 honoree. Outside of work, Ryan likes to travel and go fishing with his daughter.
In Summary

Securing investment for talent acquisition isn’t always easy, but as companies struggle to hire and retain talent (and will continue to do so in the years ahead due to crippling skills shortages), it’s never been more important. Talent acquisition leaders, therefore, must build a compelling business case for budget. The right planning tools will ensure you gain that all-important executive buy-in for investment in talent acquisition.

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The shifting market and regional nuances can add complexity to creating a strategic talent acquisition (TA) plan, including the financials. There’s a way to speak finance’s language and points you should integrate into your TA budget conversation with them.

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People are your No. 1 asset (yes, even if you’re a SaaS company). Without them, your business wouldn’t exist. We know this, and yet, one of talent acquisition’s (TA) biggest struggles remains effectively framing its revenue-generating capabilities.

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You know the benefits of recruitment process outsourcing (RPO). You know how an RPO provider's partnered approach solves talent challenges and needs. But knowing the benefits of having an RPO provider is only half the battle; the rest lies in getting executive buy-in. To get buy-in for a strategic partnership, it's important to consider key priorities and weave that value into executive-level initiatives.

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