Following its acquisition by Zetwerk, Unimacts was preparing for multiple acquisitions and greenfield launches, while its talent acquisition function remained fully dependent on agencies with no repeatable infrastructure. This is what changed.
Unimacts, a mid-cap contract manufacturer in renewable energy and industrial markets, was acquired by Zetwerk. Multiple acquisitions and greenfield launches were expected over three years. The organization needed a TA function capable of executing at that pace. It did not have one.
Leadership had no clear talent strategy beyond continued reliance on vendor resources. The existing model, full agency dependency at 20-35% placement fees on positions that should have been direct hires, was producing results, but at a cost structure that was not sustainable at the scale the business was planning. Building a Recruiting Center of Excellence was not optional. It was a prerequisite for executing the growth agenda.
Multiple open roles were blocking active business launches. The organization was spending 20-35% agency fees on salaried positions that direct sourcing infrastructure would have filled at a fraction of the cost. Every hire was a one-off event with no repeatable process behind it.
Full diagnostic assessment. Organizational Design and Systems identified as primary gaps, both below 30. Implementation sequence locked before any work began.
Five open salaried positions filled at 15-day average TTF with 100% offer acceptance. No agency involvement. The business case was proven before the full infrastructure build was complete. Hiring managers who had been skeptical became internal advocates - they lobbied the COO to expand the initiative before being asked.
Hiring-manager-facing governance hub deployed from week one: intake guides, scorecards, offer process FAQs. Intake compliance moved from under 40% to above 90% within 60 days. Inbound TA questions dropped 60% as hiring managers self-served. This enabled scale without adding headcount.
Direct sourcing built for salaried and hourly segments. Agency spend reduced by $350K annually - structurally replaced. TTF stabilized at 18 days. Metrics activated once Systems exceeded 50.
19 direct salaried hires including CFO and Director-level positions without agency involvement. Annual OPEX savings exceeding $1M. TA moved from a reactive cost center to a function leadership consults before growth decisions are made.
Annual agency spend on salaried positions structurally eliminated. 19 direct hires at equivalent agency rates would have run $440K-$769K.
Improved TTF and sourcing reduced vacancy costs, overtime, and contractor dependency across production and operations.
TTF improvement from 60+ days to 18 days. 42-day improvement across 350+ hires compounds significantly in a production environment.
Combined agency elimination, hourly workforce improvement, and velocity gains across 24 months. Ongoing annual impact exceeds $1M as the infrastructure now runs independently.
Agency fee elimination ($350K+): Calculated against actual placement fees paid on salaried roles prior to the engagement (20-35% of first-year salary), applied to the 19 direct hires that would otherwise have gone through an agency. This figure is actual, realized spend that stopped, not a projection.
Hourly workforce impact ($1M+): Modeled from reduced vacancy days, overtime coverage, and contractor dependency across production and operations roles, using Unimacts' internal cost-per-vacancy-day and overtime rate data. This figure blends actual and estimated impact.
Productivity and velocity (42-day improvement): Measured directly from time-to-fill data before and after implementation (60+ days to 18 days), tracked across all 350+ hires in the period.
Figures cover a 24-month period. Ongoing annual impact reflects the infrastructure operating independently, without a Setpoint Talent practitioner in the seat.