The Problem
The Senior Director of Electrical and RF Engineering needed to scale his team to support a major manufacturing facility designed to produce radar systems at significantly higher volume.
The open roles were not simply an HR problem. They were a production problem.
The internal recruiting function was stretched across the entire organization, while prior contingent agencies submitted candidates and handed the operational workload back to the client. The company needed a partner who could own the requisitions, candidate pipeline, hiring-manager communication, interview process, and close.
The addressable pool of experienced RF and electrical engineers was narrow, while major space, technology, and defense employers were competing for the same talent.
“The recruiter was seeing things through green-colored glasses.”
Senior Director, Electrical and RF Engineering
What ALAC Did
ALAC embedded directly into the client’s hiring process and ran it as an extension of the internal team, not a hand-off vendor.
Full-cycle ownership
ALAC embedded directly into the client’s ATS and took ownership of sourcing, screening, pipeline management, candidate communication, hiring-manager support, interview coordination, employer-brand protection, and closing.
Built a targeted talent map
ALAC mapped approximately 200 senior and principal-level RF and electrical engineers, then prioritized prospects by technical fit, compensation alignment, leadership scope, and mission interest.
Improved candidate evaluation
ALAC delivered structured candidate briefs before every submission, giving the hiring team a consistent view of technical alignment, leadership style, communication, motivation, and potential risk. Structured candidate briefs included DiSC-based communication insights where appropriate.
Closed alongside the hiring manager
ALAC coordinated directly with the hiring manager on senior-level closing conversations, helping passive candidates understand the opportunity, team, expectations, and mission.
Protected the employer brand
ALAC closed the loop with candidates who were not selected, helping protect the company’s reputation in a narrow technical market.
By the Numbers
9 roles
Filled in six months
Under 45 days
Every placement completed in under 45 days
100%
Every submitted candidate advanced to interview
~200
Senior and principal-level RF and EE engineers mapped
The Result
ALAC filled nine roles in six months. Every placement was completed in under 45 days, and every submitted candidate advanced to interview.
The hires did not simply accept offers. They ramped quickly. “They ramped up very quickly and were able to get on board into their respective roles and programs in a way that I hadn’t really experienced previously with so many candidates in a row,” the hiring manager said. The recruiting process was designed to function as pre-onboarding. Candidates entered the organization with a clear understanding of the role, team, culture, expectations, and mission.
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The Strategic Impact
The team ALAC helped build supported the client’s expansion into a major manufacturing facility and reduced a critical engineering bottleneck tied to production scale.
What began as a hiring backlog became a fully staffed engineering function, allowing the hiring manager to shift attention away from open requisitions and back toward engineering leadership and execution.
The Economic Impact
| Metric | ALAC | Traditional Agency |
|---|---|---|
| Total recruiting cost | $133,850 | $339,700 |
| Time to fill | Under 45 days | Industry avg 70 to 90 days |
| Agency fee savings | $205,850 | N/A |
| Cost of vacancy savings | $54,180 | N/A |
| Total savings | $260,000+ | N/A |
Traditional agency cost is modeled at 20% of combined first-year base compensation across the nine placements. Vacancy-cost savings are an ALAC estimate based on the difference between ALAC’s fill time and the comparison benchmark. These figures are modeled estimates, not audited client financial statements.
Roles Placed
Designed to Ramp, Not Just Start
Finding the hire is half the job. ALAC engineers the other half, the staying, from the first conversation.
“When I think talent acquisition, I’m reverse-engineering it from a retention standpoint.”
Adrian Munoz, Founder, ALAC HR Solutions
Employer brand protected
ALAC closed the loop with candidates who were not selected, protecting the client’s reputation in a narrow technical market.
Structured pre-onboarding
Candidate briefs and direct communication helped both sides enter interviews with clearer expectations and reduced mismatch risk.
Embedded ownership
By operating inside the client’s ATS and owning the process end to end, ALAC kept the hiring manager focused on engineering and production rather than pipeline administration.
What They Said
“I knew hands down all of these people that we were hiring at the end of the process were good hires. There was no question in my mind.”
Senior Director, Electrical and RF Engineering“I felt like I don’t have to worry about EE. That’s been taken off my plate. I never had to worry about it.”
Talent Acquisition Lead“This is somebody who’s going to get integrated, support you, and close out these critical hires.”
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