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360 Team Leader
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About Brad
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Professional Experience
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Sectors
I was introduced to the business to build a new team of 360˚ consultants focusing on permanent recruitment across the Nordics, specifically in IT recruitment including Software Development, Data Science, Automation & Business Intelligence to name a few.
Interesting fact:
I’m a self-proclaimed Marvel geek – and have an interest in all things Marvel; especially the films. Feel free to test my knowledge, but don’t bother asking me about anything D.C related.
...READ MOREI started my career in recruitment as a Delivery Consultant in 2015, I successfully recruited for professionals within the I.T. industry for a year before I was promoted to a 360˚ focused role. From there it took me another 9 months before I took a leadership role managing a large team of delivery consultants.
Digital Technologies - IT Development - Sweden - Norway - Denmark
Brad Harris's hot Jobs
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Game Designer
Salary: is flexible based on experience
Location: Stockholm
Type: Permanent
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Backend Cloud Developer W/ DevOps Experience
Salary: negotiable based upon experience
Location: Stockholm
Type: Permanent
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Mobile Game Developer
Salary: Negotiable based on experience
Location: Stockholm
Type: Permanent
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Backend Developer
Salary: up to 60,000SEK
Location: Stockholm
Type: Permanent
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Data Engineer
Salary: Salary Negotiable based on experience
Location: Stockholm
Type: Permanent
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Credit Analyst
Salary: Salary negotiable based on experience
Location: Stockholm
Type: Permanent
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Senior Credit Risk Analyst
Salary: up to 65,000SEK pr month
Location: Stockholm
Type: Permanent
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Game Product Owner
Salary: up to 50,000SEK
Location: Stockholm
Type: Permanent
Testimonials
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During the entire process I found him very helpful, and I used his guidance and advice to be better prepared for the challenges ahead. I am impressed by his efficiency, communication skills, and his friendly attitude, he made me feel like I'm not alone but part of a team, which was great as a confidence 'boost'.
Marius - Senior Software Developer
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An excellent recruiter who delivered where most predecessors failed in a hyper-inflated market. No-nonsense approach with good communication-skills and a spot-on judge of character.
Erik - CEO & Owner
Blogs by Brad Harris
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How neobank P.F.C has adapted to Covid-19 –CEO interview
Episode 3: P.F.CLet us know a little bit about Kevin Albrecht.I’m Kevin Albrecht the CEO and Co-founder of P.F.C. I’m originally from California and have lived in Sweden for the past 10 years, where I have led product and technology teams in finance and technology startups including Klarna and Rikskortet. Who are P.F.C & what do they do?P.F.C. is a neobank based in Stockholm, Sweden. We launched in 2019 and now have 100 000 users in Sweden. We offer our customers a free Mastercard debit card and app that helps our customers to spend their money wisely, save automatically, and share transactions with friends and family.To help parents teach their children good spending habits, we offer a children’s spending card for a small monthly fee. And if a customer needs a little extra help to make it to the end of the month, we provide an option to pay larger purchases in instalments.How do you differ from your competitors?Our competitors are traditional banks, and we differ pretty substantially. We solve many of the same problems that a bank solves, but in a simpler, more transparent, and more cost-efficient way. We are able to respond to what we learn from our customers and release new versions of our apps with new features every week.With regards to COVID-19 what sort of impact have you seen in the FinTech market?We have been positively surprised so far that usage of our card and app has been steady during the COVID crisis. Our transaction numbers actually increased from February to March!We think this shows that our strategy of being a service for everyday users has really paid off. While our app and card is great for travellers, we have never focused on being a travel card primarily. Our data shows that most of our customers use us instead of a bank card from a traditional bank.What we have seen, however, is a significant change in how people use our card: spending at restaurants has decreased quite a bit, and spending at grocery stores has increased.What adaptations have P.F.C made to cope with the changes?The biggest adaptation of course was the transition to working from home. It was tough to make that change for the first few weeks, but we have adapted well. We had it much easier than some businesses obviously. Being a fully cloud-based company, we could continue doing everything from home that we were doing from the office, so the challenges there have been more social than technical.How has the virus affected P.F.C’s growth plans?We launched in early 2019 and spent the rest of that year focused on growing our user base. With the crisis, we have redoubled our efforts on building products to help our existing customers, rather than focusing on adding new customers. This means building out both our free services, but also our revenue-generating services like credit, the children’s spending card, and more.What area of the business will be next to grow – what will be the first key hires you make when things subside?Since we are focusing on growing our revenue products, our next hires will focus on that area. We are always looking for great software engineers and product people, and on the revenue side, additional credit risk expertise will be really important for us.What does the future hold for P.F.C?P.F.C. is currently live in Sweden, and we plan to expand to the rest of the Nordic countries shortly. On the product side, we want to offer products in every area of a customer’s financial life.Do you have any words of wisdom for those working for smaller businesses like P.F.C?We have a motto at P.F.C, and I think it works for any business: “Every day, make the smallest change that gets us one step closer to our goal, and leaves everything else working well.”I think this is the key to getting through tough times and good times without getting overwhelmed by how big the challenges that you are facing are. A small improvement every day adds up to a huge improvement over time.If you would like to participate in this series of interviews or would like to discuss recruitment solutions, please don’t hesitate to contact me on bharris@skillfindergroup.com
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How Swedish start up Billhop has ensured its future – CEO interview
Episode 2: Billhop ABIn the 1st episode of “The Interview Hub” – we spoke to a company who are right in the middle of the MedTech industry offering a digital platform for medical professionals and patients alike; and we were able to appreciate what changes they have witnessed in their market.Now it is time to delve deeper into the Swedish Tech Scene to find out how start-ups within the FinTech space have been affected by and managed the obvious changes brought on by COVID-19.In the 2nd episode of “The Interview Hub”, it was a pleasure to speak to Sebastian Andreescu - CEO of Billhop AB about the effects of COVID-19 on the FinTech industry specifically from the point-of-view of the founder of a Start-up business in this space.Who is Sebastian Andreescu He’s the CEO and Co-Founder of Billhop, and has helped grow Billhop from the start in 2013, his background is primarily within finance and supply chain working within the oil and manufacturing industry. Who is Billhop? Billhop is a Swedish payment service enabling businesses to pay all their suppliers by card regardless if the supplier is card enabled. We operate through a buyer funded model without onboarding the end recipient meaning that businesses can pay any supplier around the world as long as the supplier has a bank account. The vantage point when starting Billhop was to address the low card acceptance around the world within the B2B space. As a consumer you are used to being able to use your card to basically any purchase, but within the B2B value chain the card acceptance is still lower than 20% worldwide. Billhop allows the cardholder to pay the remaining 80% of suppliers worldwide that currently do not accept card payments. What markets are you currently operating in?We offer the service to SMEs in Sweden, UK, Italy, Netherlands and Ireland. For the corporate segment we service the whole of EEA as well as Switzerland.So how do Billhop grow into new markets?We primarily acquire SME customers ourselves through online marketing and sales. We complement that strategy by collaborating with card networks such as VISA and commercial card issuers who are promoting Billhop to their customers, so our customer acquisition strategy relies partially on ourselves but also on the partnerships that we have. Also, our geographical expansion follows our corporate customers that we see using Billhop’s services that typically have several entities spread across Europe.The fact that Billhop is a start-up with experience in both the Swedish & UK market – what is your general feeling about how those markets have been affected by COVID-19?For us in particular we are seeing similar activity on the corporate segment as we did before the covid-19 situation emerged. This is partly due to some of these companies having the financial resilience and ability to continue to plan long-term and partly due to them operating in industries that are currently less affected in terms of demand for their services and products offered. We have noted more of a standstill within the SME segment, especially in the UK, as many of our SME customers are operating within industries that are currently affected by the current situation and therefore lack the possibility to start or plan for production as they do not know when restrictions will be lifted and when demand will pick up. How has the change in demand actually impacted Billhop when it comes to adapting to the current climate?All in all, it has given us an opportunity to look even further over our costings, we’ve made some significant cost reductions which means that we have looked at scaling down non-essential investments and reducing expenditures where applicable and possible. Of course, being a start-up every one of us have made concessions in regard to remuneration to ensure that we have the financial resilience required to pass the test of time.We still invest in long-term growth initiatives and will not change our mid- or long-term strategy at this point. Having said that we have scaled down some of our long-term initiatives in order to focus more on the core business in the short term. What sort of measures did you take to protect your staff?We were early when it comes to implementing a “work from home”-policy, we closed down our offices and made sure that everybody could work remotely. We are quite used to being able to work remotely and utilise tools such as Slack or similar which we are complementing with video conferences to maintain the social and collaborative aspects of the business.I think most companies here have taken similar measures, even though the Swedish government have chosen a different strategy in regard to restrictions as compares to other markets. I think the difference has been that the Swedish government has been keen to find a more long-term approach i.e. implementing restrictions and providing recommendations that they believe are easier to uphold and follow for a longer period of time, coupled with trusting people to make their own assessments and decisions in regard to the threat that covid-19 poses. Time will tell if this was a sensible strategy or not. What does the future hold for Billhop?Our value proposition will be even more relevant in the market to come, from our perspective it’s a matter of continuing our expansion; putting a lot of emphasis on the corporate segment. We have corporate customers spread across 20 different markets in Europe using Billhop, so that’s also a way for us to grow into these markets together with our clients.Over the next few years, it will still be a European focus for Billhop, so continuing to work on existing markets but still entering new ones where and when the opportunities arise.We will also continue with our partnership strategy i.e. working with our partners in the industry to develop and promote new products and features both for SME’s and Corporate business’.Do you have any advice for others who are at a similar stage of in starting their business’?“One important aspect is understanding that the ability to attract external capital might be impaired in the short- and mid-term. Ensuring financial resilience should therefore be top of everyone´s agenda.”Thank you to Sebastian for taking the time to be a part of “The Interview Hub” and to shed light on what managing a Start-up company during that current crisis is like.If you would like to participate in this series of interviews or would like to discuss recruitment solutions, please don’t hesitate to contact me on bharris@skillfindergroup.com---Photo by Felicia Linden
