A structured path to a working role
The four stages
Process consultancy
We map your operation, find what should be automated and what needs a human, and define the role structure around it. 1 week.
Talent matching
Browse the catalog or get a shortlist. Watch recorded interviews, run the English Voice Coach mock interview, pick. 1 week.
Training & onboarding
Trained on your workflows, tools and AI stack before meeting your team. 1–2 weeks.
Deployment
They join your team ready to perform. Weekly check-ins the first month; free replacement if it doesn't work.
Hear your next hire before you interview them.Kurios Labs · English Voice Coach — a 10-minute mock interview in your industry, scored on fluency, clarity and technical vocabulary.
What each week actually looks like
Week 1 — scoping. A working session with whoever owns the outcome, not with HR. We write down what the role owns, what it does not own, which tools it touches and what "good" looks like at day 30 and day 90. Most vendors skip this and ship a body; that is the single biggest reason an offshore hire fails.
Week 2 — matching. You get a shortlist with a recorded interview, a CEFR English level and the tools each person has actually used. You judge the person, not a résumé written by a recruiter. If none of them fit, we say so instead of pushing the closest match.
Weeks 2–3 — training. Before your team meets them, they are trained on your CRM, your file structure, your escalation path and the AI stack for the role — a Claude or Codex seat, the agents, the automation architecture. That training is on Kurios, not billed to you.
Week 4 onward — deployment and check-ins. They start on your clock, in your tools. We run weekly check-ins through month one. If the person is wrong for the role, the replacement is free and the process documentation, prompts and automations stay in your account.
Why 21 days and not 5
Marketplaces that promise a hire in five days are selling a matching engine. The person arrives untrained, learns your operation on your payroll, and the ramp cost lands on your manager. Twenty-one days is what it takes to define the role properly and train someone into it. The ramp happens before the invoice starts, not after.
What you need on your side
Two things, and neither is heavy: someone who can answer questions about the operation during week one, and access to the tools the role will use. No recruiting process, no payroll setup, no entity in another country, no equipment to ship.
Where the timeline actually slips
The published timeline assumes you answer. In practice the step that delays deployment is almost never sourcing — it is the scope conversation at the start and the access request at the end. Teams that have not decided which three processes the person will own spend an extra two weeks discovering that during training. Teams that have not arranged system access spend the first week of deployment watching someone wait for a CRM login.
Both are fixable in an afternoon before the process starts, which is why the first call spends more time on scope than on selling.
What you do, and when
You spend about ninety minutes on the initial scoping call. You watch recorded interviews and pick, which takes under an hour. You provide system access before the training week, not during it. You give roughly two hours a week to check-ins through the first month. After that the commitment drops to a normal management rhythm with whoever the person reports to.
That is the whole ask. You do not run the recruiting, write the training material, handle the employment paperwork or manage onboarding logistics.
What happens if it is not working
The signal shows up in the week-two check-in, not at month three, and that is deliberate — the cadence exists to surface a mismatch while it is still cheap. If the person is wrong for the role we replace them at no cost, and the documentation, prompts and process notes built so far stay in your account so the replacement starts from the playbook rather than from zero.
Sometimes the honest answer is that the role was scoped wrong rather than the person being wrong. When that is the case we say so and rescope, because replacing a person into a role that does not work produces the same outcome twice.
Ending the engagement
Month-to-month after the first ninety days, thirty days' notice, no termination fee. Everything built during the engagement — documentation, automations, playbooks, prompt libraries — is yours and stays in your systems. We would rather you leave with the asset than stay because leaving is expensive.
Frequently asked
How long from first call to someone starting?
Fourteen to twenty-one days for most roles, depending on how specific the requirement is. The variable is rarely sourcing — it is how quickly you can watch the recorded interviews and decide. Shortlists that sit for a week push the start date by a week.
What happens if the first person is not right?
Replacement is free and the clock does not restart on your side. What we ask first is a specific reason, because roughly a third of the time the mismatch is scope rather than the person, and replacing into a role that does not work produces the same outcome twice.
Who manages them day to day?
You do. They work inside your systems, on your process, in your standup. We handle employment, payroll and the compliance side. If you want someone to manage an outcome rather than a person, that is outsourcing and it is a different purchase — the distinction is set out on staff augmentation.
What do we have to have ready before day one?
System access under their own licence, the three processes they will own written down, the name of the person they may interrupt with a question, and thirty minutes of recorded context. That is most of the difference between a good month one and a wasted one.
What happens to the work if we end the engagement?
Documentation, automations, playbooks and prompt libraries stay in your systems. Month-to-month after the first ninety days, thirty days' notice, no termination fee. We would rather you leave with the asset than stay because leaving is expensive.