Gorilla Glue Europe began an international expansion in 2023 with an initial focus on Europe and Asia-Pacific. As its presence grew, the company needed to build regional sales leadership in strategic markets. It faced challenges with local sourcing, especially where internal recruitment capacity or market knowledge was limited. The urgency to fill key roles across APAC and EMEA increased the pressure to scale talent quickly and compliantly. To support compliant international hiring, Gorilla Glue Europe partnered with an Employer of Record (EOR) provider across locations including Spain, the Nordics, and Hong Kong. To address scaling needs, the partner’s recruitment team implemented a contingent recruitment model on a no-cure-no-pay basis. This approach was designed to complement the existing EOR setup and provide a one-stop-shop for international workforce expansion. The recruitment team sourced candidates across multiple time zones using localized strategies, including tapping passive talent pools in challenging markets such as Japan and Australia. In Q4 2023, the recruitment effort resulted in a Regional Sales Manager hire for the Nordics. The team also placed a second Regional Sales Manager in Iberia, a Sales Director in APAC, and a 3PL Manager in the Netherlands. Gorilla Glue reported strong satisfaction with the recruitment outcomes and the integration between EOR and recruitment services. The company also cited positive feedback from its EOR employees and valued added HR support in Asia-Pacific.

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Challenge: En 2023, Gorilla Glue Europe inició una expansión internacional con foco en Europa y Asia-Pacífico y necesitaba contratar de forma ágil y cumpliendo normativa local. A medida que crecía su presencia, aumentó la complejidad de la adquisición de talento. La empresa debía reforzar el liderazgo regional de ventas en mercados estratégicos. Se enfrentó a dificultades para contratar en regiones donde no contaba con capacidad interna ni conocimiento profundo del mercado local. Solution: Gorilla Glue se asoció con Safeguard Global para servicios de Employer of Record (EOR) con el fin de escalar sin constituir entidades legales locales. Cuando surgió la urgencia por cubrir posiciones clave en EMEA y APAC, también recurrió a su equipo de reclutamiento. Se implementó un modelo de búsqueda contingente sin retainer inicial para mantener flexibilidad y reducir el riesgo financiero inicial. El equipo ejecutó búsquedas localizadas en múltiples husos horarios y mercados para identificar perfiles con experiencia comercial y conocimiento local. Results: En el cuarto trimestre de 2023, se incorporó con éxito a un responsable regional de ventas para los países nórdicos. También se cubrieron un segundo puesto de ventas regional en Iberia, un puesto de dirección comercial en APAC y un responsable de logística 3PL en los Países Bajos. Gorilla Glue indicó un alto nivel de satisfacción con los resultados del proceso de selección y con la integración fluida entre EOR y reclutamiento. La colaboración se consideró una base para futuras contrataciones mientras la compañía exploraba nuevos mercados.

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Gorilla Glue Europe began expanding internationally in 2023 with an initial focus on Europe and the Asia-Pacific region. As its international presence grew, the company needed to build regional sales leadership in key markets. It faced challenges recruiting locally in regions where it lacked internal recruiting capacity and market knowledge. The need to fill critical roles in APAC and EMEA quickly increased urgency and complexity. To enable compliant international hiring, Gorilla Glue partnered with an Employer of Record (EOR) provider to support employment in Spain, the Nordics, and Hong Kong without establishing local legal entities. To address urgent hiring needs, it also engaged an internal recruiting team using a success-based search model with no upfront payment. The recruiting engagement was designed to complement the existing EOR structure as an integrated, one-stop approach. The team ran localized search strategies across multiple time zones to reach hard-to-access talent pools in markets such as Japan and Australia. In Q4 2023, the partnership successfully filled the Regional Sales Manager role for the Nordics, and the hire went on to perform strongly and contribute positively to the business. The recruiting team also hired a Regional Sales Manager for the Iberian Peninsula, a Sales Director in APAC, and a 3PL Manager in the Netherlands. Gorilla Glue provided consistently positive feedback on the quality of hires and the seamless integration of recruiting and EOR services. The collaboration set the foundation for future hiring as the company expanded into new markets and evolved its distributor model in Europe and Asia.

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Challenge: Companies expanding internationally faced difficulty maximizing revenue across disparate economies and markets. A single sales approach did not reliably translate across regions due to differences in buyer expectations, culture, and preferred sales motions. Leaders also risked inefficient communication rhythms that reduced selling time. Finally, recruiting and retaining the right in-country sales talent created additional friction when entering new territories. Solution: The article recommended building a scalable global sales strategy that adapted to local market culture rather than forcing one uniform model. It emphasized deciding between local in-country reps versus regional coverage based on how buyers preferred to engage and how quickly doors opened with local presence. It advised putting the right communication tools in place and setting a structured cadence (global, regional, and country-level) while avoiding excessive meetings. It also outlined practices for measuring success, attracting talent modeled after top performers, educating unfamiliar markets, and setting attainable targets with appropriate ramp time and culturally relevant incentives. Results: The guidance aimed to help organizations forecast sales cycles more accurately and improve global sales execution by aligning approach to each market. It encouraged teams to protect selling time through balanced communication practices and clearer meeting structures. It also supported stronger talent outcomes by focusing on sourcing, ramp planning, and retention through achievable targets and recognition. No quantified business outcomes were reported in the content.

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Challenge: A fractional CFO guiding clients into new international markets faced complex, country-specific requirements while balancing multiple engagements. Clients risked budget surprises from local payroll customs and tax structures. Benefits and personnel policies that worked in one country could be misaligned or even harmful in another. Statutory reporting differences also threatened to increase administrative workload and compliance risk. Solution: The approach centered on having clients answer five readiness questions before entering a new market. Planning covered whether budgets accounted for local payroll and tax nuances, how benefits would be received, and how personnel policies would be perceived culturally. It also addressed preparedness for statutory reporting requirements in each country. Finally, it required defining an exit plan to anticipate the time and cost of market withdrawal. Results: The guidance emphasized that asking the right questions upfront saved time and reduced costs and risk during global expansion planning. Clients were better positioned to enter new markets efficiently and at the right moment. The examples highlighted concrete areas where early planning prevented expensive last-minute changes. Exit planning accounted for potentially lengthy withdrawal processes, reducing surprises during downsizing or closure.

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Organizations faced renewed pressure in 2024 to return employees to the office, even as many workers and managers preferred remote or hybrid arrangements. Leaders struggled with uncertainty about whether remote work would hurt productivity, collaboration, and culture. Companies also encountered resistance to strict return-to-office mandates, creating misalignment between policy and day-to-day management. The webinar shared a remote-first approach centered on flexibility, trust, and outcome-based management. It emphasized building intentional collaboration norms, such as clarifying response-time expectations and when to escalate issues via calls. The discussion also highlighted that social closeness—not physical proximity—supported effective teamwork in distributed environments. The session cited multiple data points indicating remote and hybrid work remained prevalent and effective. Bureau of Labor Statistics data showed remote participation increased from 19.5% to 22.8% from August 2023 to August 2024. A study referenced in the webinar reported hybrid workers delivered approximately 3% higher performance and 35% higher retention after six months. Additional findings noted 70% of U.K. managers quietly permitted work-from-home despite mandates, and 46% of workers found it easier to build relationships with remote colleagues.

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The rideshare innovator pursued rapid global expansion after new venture capital and planned to hire workers in more than 30 countries within months. Speed-to-market was the top priority, but creating legal entities caused major setbacks, including lost paperwork in Argentina. Entity setup timelines that were expected to take weeks stretched to six to nine months or more in some markets. International hiring was slowed further by unfamiliar labor regulations and a lack of in-country HR expertise. The company implemented an Employer of Record (EOR) approach to hire and pay workers across its target markets. It partnered with Safeguard Global and aligned on a comprehensive global expansion project plan. The teams met weekly to build an HR knowledge base by country and standardize scalable HR processes and procedures. The partner also supported HR administration across the employment lifecycle and helped maintain compliance as contracts and employment relationships were established. The partnership let the company manage workforce expansion centrally while fast-tracking HR processes in each market. Over two years, it hired, onboarded, and paid 189 international employees across 34 countries while establishing local entities in parallel. It entered new international markets in as little as two weeks, increasing speed-to-market by 1,400%. The company also achieved $8 billion in revenue growth over two years, reported as five times more revenue growth than its closest competitor in the same period.

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CloudWay faced intense competition for highly specialized tech talent amid a global labor shortage. As the company grew rapidly, it needed to hire precise experts quickly, including candidates located outside Norway. The hires it wanted lived in countries where CloudWay did not have legal entities, making compliant employment difficult. The shrinking hiring window increased the risk of losing top candidates. CloudWay researched employer of record (EOR) options to hire internationally without establishing local entities. It evaluated five major EOR providers and selected an EOR approach to employ workers on its behalf in their home countries. The solution provided predictable, transparent costs and a platform for reporting absences and expenses. It also delivered in-country HR and payroll guidance so hires were handled in compliance with local labor laws and norms. CloudWay hired two workers in the UK and Finland and later returned to hire another worker in the UK through the EOR model. The company increased its workforce 66.7% in seven months, growing from six to 10 employees. It achieved gazelle status by increasing revenue at least 20% a year for four years. The company expanded its global team without taking on the financial and time commitments of setting up new country entities.

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Bandlab Technologies, a global music company established in 2016, pursued rapid international expansion to serve its community worldwide. During a critical acquisition in the UK, it needed to quickly transition newly acquired staff into its organization. Bandlab had limited resources to support an international workforce while growing in new markets. It also lacked a UK entity, and establishing a formal presence in the UK would have taken years. Bandlab evaluated global employment providers and selected an employer of record approach to employ its acquired UK workforce quickly and compliantly. It chose Safeguard Global’s Global Employment Outsourcing (GEO) for employer of record coverage and full-service HR support in the UK. The provider supplied expertise in UK employment law and delivered operational HR services. Support included benefits, taxes, and payroll administration in accordance with local requirements. Using the GEO solution, Bandlab successfully transferred 17 new employees within two months. The arrangement helped the company get up and running faster in the UK by offloading employer setup and compliance tasks. Over the following years, the provider supported multiple restructures and organizational changes, helping manage transitions and processes. Bandlab reported the partnership accelerated time-to-market and supported greater control of its HR strategy in the UK.

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Frank Robles Bolanos sought a new quality assurance role and did not want to limit his search to Mexico. The opportunity he secured was with a US-based organization, creating potential complexity around employing someone in Mexico. He also needed to ensure he received the benefits he was entitled to under Mexican law. A streamlined experience from onboarding through payroll was important. The American Institutes for Research (AIR) hired Frank using an Employer of Record (EOR) model. This approach enabled AIR to employ him in Mexico without needing its own local entity. The arrangement supported compliant employment aligned with Mexican legal benefit requirements. The process covered core employment administration such as onboarding and payroll. Frank reported that he received all benefits he was entitled to by Mexican law. He described the employment process as streamlined from onboarding to payroll. He stated he had not needed to reach out to his EOR point of contact even once since being hired. He also said he was very happy and would recommend the provider.

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Challenge: Organizations needed to recruit, hire, and pay talent internationally without setting up local entities. They faced heavy administrative workload across onboarding, payroll, and HR processes and had to comply with local employment and data privacy laws in multiple countries. They also needed in-country support to reduce risk and help employees feel supported. Managing global operations at scale required consistent processes and visibility. Solution: An Employer of Record (EOR) approach was implemented to handle legal employment, payroll, benefits, and compliance for international workers. The platform centralized employee data and streamlined onboarding, payroll, time and expense tracking, analytics, and invoicing in one system. Local, in-country experts provided on-the-ground support and guidance on local laws and regulations. The onboarding process was streamlined and was described as taking as little as two days. Results: The approach enabled companies to employ and pay workers across a broad global footprint while maintaining compliance. It supported operations in 187 countries and was positioned as delivering 100% compliance. The provider was described as being trusted by 1,500+ organizations and supported by 400+ in-house experts. Customers reported saving time and reducing headaches by offloading local transactions and risk management.

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Ute Kraidy worked as an art director at Drexel University for three years when her family had the opportunity to move from the US to Qatar. She initially believed she would have to resign to relocate. The university also needed to remain compliant with local employment and tax requirements while supporting a remote arrangement. Her manager researched options that would allow her to keep working from Qatar without Drexel University having to establish an in-country entity. The team used an Employer of Record (EOR) approach to enable compliant employment and payroll across borders. This setup let Ute relocate overseas while continuing in the same role. The transition had zero lag time and was described as seamless. Ute kept a job she loved during a period when many others were losing theirs. The arrangement worked well enough that Drexel University opted to extend it even after lockdown restrictions eased.

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WRI needed to hire on-the-ground staff worldwide to support its mission, including in countries where it lacked a local legal entity. It had been relying on consultants, but project timelines often exceeded contract terms or became indefinite. WRI also wanted to provide benefits like health insurance and ensure workers were fully taken care of. At the same time, it needed to remain compliant with local labor laws and meet funder obligations without risking funding. WRI ran an RFP process and selected an employer of record approach, choosing Global Employment Outsourcing (GEO). This arrangement let WRI hire workers legally while the provider handled local HR, payroll, and compliance requirements. WRI used standardized processes and a single point of contact to avoid vetting separate providers in each country. As part of the partnership, WRI employed workers in multiple countries, including Kenya during a lengthy entity registration process, with the ability to transfer employees to WRI payroll once the local entity was established. WRI integrated outsourced workers into its internal systems so they used the same tools for time sheets, expense reports, IT, project management, and performance management. The setup supported ongoing processes such as promotions and salary increases by routing approved changes for processing. By using the provider across a growing global footprint, WRI reduced global hiring costs by about 40%. This enabled WRI to focus more on strategic decisions about where to expand its work rather than on the mechanics of hiring in each country.

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Challenge: Safeguard Global needed to provide reliable, centralized customer support for a distributed base of existing customers across many countries. Customers required a clear way to submit and track support requests and to access platform learning resources. They also needed dependable phone support with local contact details by country. Account access issues (like password resets) created additional support demand that required clear guidance. Solution: Safeguard Global offered a Global Support Center for current customers to submit a ticket and track request status. The company also published user resources such as guides and videos to help customers use the technology. It provided platform login access with a defined password-reset workflow and support email contacts for login assistance. In addition, it listed country-by-country phone support details and global office contact information to connect customers with regional experts. Results: Customers gained a single place to create and monitor support requests and find self-serve learning materials. Existing customers could reach phone support through published numbers across multiple countries and locations. Platform access issues were addressed through documented steps and dedicated support email addresses. The page also indicated broad adoption, noting the solution was trusted by 1,500+ global organizations.

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