The numbers that mattered.

Cedar Rock conducted a full review of the company's HR ecosystem, mapping the current state of the function against where it needed to be, and then led the transformation project to close the gap.

The work integrated the company's HR systems to eliminate duplicate record keeping, rebuilt the resume review process to cut screening time substantially, and connected proactive sourcing tools to strengthen external outreach.

Before the engagement, the team relied on more than thirty manual processes, most of which survived on habit rather than merit. Payroll alone required hours of manual auditing each cycle and carried real exposure to overpayment and compliance penalties.

The CHRO described the engagement as bringing the HR team from 2006 to 2026.

Following a Series A raise, the company needed to roughly triple its headcount within a year. Cedar Rock led recruiting through the entire growth period as the company's only HR resource, hiring nearly five people per month across data science, sales, AI, product management, and roles specific to the healthcare services niche.

The hiring plan was designed so the rest of the company could keep doing its work: clear hiring goals, service level agreements, simplified feedback workflows, and clean communication with candidates at every step. The engagement also covered the HR operations the growth required, including hiring into new states, hardware provisioning, training, and background checks, along with a review of onboarding and employee support that covered everything from offer acceptance through ninety days after start.

Because Cedar Rock owned the full hiring plan, it also identified open positions that would become redundant once other roles were filled, removing them before they were hired and saving over $400,000 in payroll.

Without Cedar Rock, the company would have either under-hired through its growth window or paid agency fees on every role to meet the timeline.

Three companies came together in a private equity backed transaction, and none of them brought an HR function with them. Cedar Rock built one from the ground up in three months: HRIS evaluation, selection, and implementation, policy and process creation, benefits plan design, compliance, immigration, and post-transaction talent acquisition with an average time-to-fill under thirty days.

The build was only half of the work. Cedar Rock also led change management for the 150 employees affected by the transaction, covering communications, onboarding to the new systems, benefits enrollment, employee relations support, and reporting throughout the move. The company retained every employee through the transition.

The engagement concluded with Cedar Rock hiring the company's full-time HR team and training them on a running function before stepping away.