
BESTFIRMS.STAFFINGINDUSTRY.COM/2014/OPTOMI/
April 4, 2013
A Fortune 500 utilities company faced several challenges with running its Cyber Security Operations Center (CSOC). After evaluating the situation with their prior managed security service provider (MSSP), the client realized the MSSP did not have the appropriate access or authorization to investigate alerts off-site. This was extremely important for the client as they had multiple security protocols in place, meaning that investigations of alerts and escalations required on-site authorization or full-time employee (FTE) access. The client also struggled with retention and did not have effective methods to find quality candidates that fit the culture of their organization.

A Fortune 500 software and technology company was struggling with executing an organizational shift to user and product-focused initiatives. The client had a surplus of UX designers and not enough product-focused designers to handle requests flooding in from shared services. The company was evolving and needed all inquiries to funnel through one, robust team comprised of individuals capable of carrying multiple skillsets.
A Fortune 500 financial services firm was preparing for a major upgrade to its insurance platform but struggled to build the necessary technical team. Previous attempts to hire through Contingent Labor Programs and traditional outsourcing partners had failed, plagued by cultural misalignment and restrictive conversion terms.

For 20 years, a multinational healthcare services company relied on the outsourcing support of a managed services provider to fulfill their hiring needs. Upon evaluating the deal later on, the client learned that not only were they overspending on resources, but that they lacked all contract proprietary rights. They did not own any of the documentation or standard operating procedures in place in their own company, handcuffing them to their old vendor.


