From $1M to $30M ARR in 12 months.

THE STORY

Fyxer began the year as a lean team of six people. Twelve months later, rapid growth meant they needed to scale to 80. Not because they were hiring ahead of growth, but because growth was already happening and they needed the right people to capitalise on it. Marc Benioff, Harry Stebbings, and the former CTO of Stripe, David Singleton, had backed them. They were at $1M ARR. They were accelerating. The founders had a clear belief: growth shouldn't dilute talent and pace. Every new hire had to raise the bar, and they needed to source and onboard them while adding up to $1M ARR a week.

Most People functions can’t survive that velocity. Either the culture breaks down, or the hiring bar drops. Fyxer needed a People and Talent function that could move as fast as their business without lowering its standards. That meant it had to be there from day one.

WHAT WE BUILT

We embedded a fractional Chief People Officer with the founders from the start. The job wasn't to add process for its own sake. It was to shape people strategy, culture and hiring infrastructure as the business scaled. Culture can't be an afterthought at 80 people if you want it to survive 300.

In parallel, our fractional Talent team put that strategy into action. We sourced and placed 70+ people across Engineering, Product, Customer Success, Marketing, and Operations in London and New York. The roles ranged from junior hires to founding positions, on both permanent and contract terms. 

Our sourcing pipelines didn't just fill open roles. They anticipated what Fyxer would need in 8 weeks based on roadmap velocity, so the hiring process could flex with the business without ever lowering the standard.