What happens when organizations stop guessing about people.

The situation

When a large contact center secured a contract with a premier vehicle-sharing platform to support their Elite and Luxury tiers, they didn't just need a support team. They needed a sophisticated frontline capable of managing high-net-worth interactions. These "Power Hosts" operate multi-million dollar fleets of Ferraris, vintage Rolls Royces, and custom Corvettes. A support call isn't about a minor inconvenience; it's about a high-value business asset.

The challenge

Traditional customer service focuses on volume and resolution speed. This project required a different DNA. Agents faced high-value problem solving, professional dialogue with entrepreneurs who treat car-sharing as a full-time enterprise, and the emotional resilience to manage high-stress situations where hosts' primary livelihoods were momentarily at risk. Years of experience as a metric would have led to burnout in this high-complexity role.

The outcome

Hire Capacity deployed the OMS Survey and proprietary JAX (Job Analysis Expert) to benchmark the specific behaviors required - high detail orientation, assertive communication, and situational empathy. The full 100-person team was operational and meeting Elite Tier service level agreements within the 30-day window. By hiring for behavioral fit rather than filling seats, attrition was kept exceptionally low. The end client reported that the service quality set a new internal standard for their premier support divisions.

The situation

CopperPoint Insurance Companies engaged Harry Lakin over a two-year period to deliver emotional intelligence training and education to their leadership team. The goal was not a one-time workshop. It was a sustained investment in self-awareness and interpersonal effectiveness at the leadership level.

The challenge

Leadership teams often resist EQ training because it feels abstract or soft. The challenge was delivering content rigorous enough to earn the respect of experienced leaders while practical enough to produce measurable behavioral change over time.

The outcome

Over two years of sustained engagement, Harry provided training that leadership described as invaluable - not just in the moment, but as a lasting shift in how the team understood themselves and each other. The engagement became a model for how EQ development should be structured: not as an event, but as a process.

The situation

A private equity-backed growth company was filling a critical leadership seat. Three rounds of interviews had produced a clear frontrunner. The leadership team was aligned. The decision felt straightforward.

The challenge

Harry's Decision Room process introduced behavioral assessment data that surfaced a significant gap between how the candidate presented in interviews and how they were wired to operate under sustained pressure. The gap wasn't disqualifying - but it was material to the role's demands in the company's next growth phase.

The outcome

The organization paused, reframed the evaluation criteria, and ultimately made a different decision. The process didn't just change the hire - it changed how the leadership team thought about the difference between interview performance and behavioral fit. The seat was filled with a candidate who has since become one of the company's most effective leaders.