CCN welcomes Kim Horkavy, Strategic HR Consultant

We’re excited to welcome Kim Horkavy as our newest strategic HR consultant. As a true HR subject matter expert, she will work closely with Tammy McCarty to tackle big picture HR issues and help companies navigate through key stages of organizational growth.

A specialized background in scaling and growing companies

Kim launched her career in marketing before earning her MBA in London, England, where much of her studies focused on organizational behavior.

Back in Texas, she went on the hunt for an opportunity to put her specialized knowledge to work growing and scaling a business. She landed at a local publishing company called Community Impact which had just hit 50 employees and was ready for someone to start their HR program on the right foot.

“She’s got the background and the track record that shows she’s able to help scale an organization.”

Tammy McCarty

Under 13 years of Kim’s HR leadership, the company grew from 50 to over 200 employees. She built the HR organization from the ground up and launched 29 new newspapers, including expansion into Houston, Dallas, San Antonio, Phoenix, and Nashville. During her time there, she helped open and oversee human resources for the Community Impact Printing Plant and also facilitated a key merger/acquisition in Tennessee.

“There’s proof in the pudding,” says Tammy McCarty, CCN’s president of strategic HR. “The organization grew under her leadership, and she progressed from HR manager to a C-suite executive with a seat at the table … she’s got the background and the track record that shows she’s able to help scale an organization, even in a difficult industry.”

Kim’s HR consultant roles at CCN

After her success at Community Impact, Kim could have accepted any number of executive jobs around Austin. Instead, she’s chosen to expand her career as an HR consultant, sharing her skills with as many companies as she can.

“You see a lot of growing companies get to a point where things have become so duct-taped together —before you know it, everything is breaking,” Kim explains. “I want to help organizations streamline their HR function to focus on what’s important. You shouldn’t be worried about HR systems getting in the way of doing business.”

“I love getting in and fixing problems, and that’s exactly what CCN’s consultants are hired for. I’m excited by the variety of projects and people we serve, and I get to learn from one of the best.”

Kim Horkavy

Kim goes on to explain that a love of learning continues to play a key role in her success: “I love a challenge, and I’m a big learner as well. Yes, we have proven strategies and frameworks, but every new relationship requires a deep dive into a new organization and culture … I customize all my approaches to those specific companies and situations. I’m excited to be able to lean into that natural talent and put all of my skills to good use at CCN.”

“That’s exactly what we’re looking for,” agrees Tammy. “When you hire CCN, you’re not getting a cookie cutter approach. We’re invested in understanding clients’ needs and providing highly customized, effective services.”

As she begins her time at CCN, Kim is excited about a consultant lifestyle in a culture where she will be engaged and challenged according to her unique skills.

“She’s a great example of the kind of subject matter experts who can really make an impact for our clients. She’s exceptional talent — the best of the best.”

Tammy McCarty

Let’s get to work

If you find your business caught against the unique challenges that come with rapid growth, don’t hesitate to contact CCN. We’re happy to connect you with top strategic HR consultants like Kim who can help you find answers and chart a path forward. Send us a message or call 512-900-2152 to get the conversation started.

In the meantime, you can also connect with Kim on LinkedIn or shoot her a message to welcome her onboard.

CCN welcomes Lesa Theurer to the finance & accounting team

We’re glad to welcome Lesa Theurer as the newest addition to our finance and accounting team. Lesa is responsible for managing the expansion of our growing consulting team in new markets, including Dallas, Houston, San Antonio, and beyond.

With an MBA in accounting, Lesa has over 10 years of direct industry experience. She started her career as an accountant and business consultant, spending the last eight years recruiting and managing consulting teams.  

Serving clients with a consultant-first approach

First and foremost, Lesa is already bringing huge value to the Cox Consulting Network because of her ability to attract and connect with talented consultants.

“I love connecting talented professionals with companies where they are going to be engaged and add value.”

With Lesa’s industry experience, she enjoys communicating with clarity and transparency to her clients and consultants as opposed to selling to the market. She can build trust and confidence within her business relationships to serve them best.

“You don’t have to be a salesperson to win over a great consultant, and as a matter of fact, they’d prefer that you don’t,” explains Andy Cox, who built his consultant-first network from the ground up since 2018. “You just have to communicate with clarity.”

Combining big company experience with small business boutique service

Lesa’s latest experience includes almost 8 years with Robert Half, specifically within their global consulting arm, where she managed a team of consultants.

At Cox Consulting Network, Lesa is looking forward to applying her big company systems and organization to a smaller, more personal environment.

“She brings the rigor of big company experience to our network, which is going to be great,” says Andy.

Big picture perspective and industry expertise

For Lesa, consulting isn’t just about putting out fires and filling temp roles; she approaches every project with big-picture perspective that only comes with experience.

Lesa has partnered with all types of clients to meet and support their needs by taking a proactive and transparent approach.

“We are helping our clients solve problems, not prolong them. We love to see our companies back on track and growing.”

Ready to get started?

You can help us welcome Lesa to the network by shooting her a message or connecting with her on Linkedin.

Whether you’re looking for interim or project-based finance and accounting support, systems integration support, or want to uplevel your team long-term, we’re ready to provide the support you need for success.

CCN’s expert consultants are poised to solve your business’ most complex, high-level challenges with our people-centered approach and tools and processes designed to solve any issue. Contact us to get started right away.

CCN welcomes Shanon Holley, HR recruiting

We’re excited to announce that Shanon Holley has joined the CCN HR recruiting team.

Shanon brings over 20 year’s experience in human resources for a variety of industries. She considers herself a “utility player/leader” and has led HR teams and departments to the next level, driving business outcomes through strategy and execution.

She speaks “HR” and has a unique ability to engage with candidates and continue those relationships through networking. She has a proven track record of successfully building high performing talent recruitment pipelines and optimizing workplace culture.

6 Questions about HR recruiting with Shanon Holley

1. What’s your specific experience with HR?

When it comes to HR, I’ve worked with everyone from large public companies to small startups.

I’ve done it all. I’m the “utility player” and leader. I worked my way from the ground up, so I’ve stepped into every single HR role. That means I know what kind of skills and personalities candidates need to be successful in those roles.

I’d say my sweet spot is employee engagement, culture, and coaching and development.

2. That combination is key isn’t it? how do you go about making sure that a candidate is the right fit for a client?

Culture is key to an organization’s success. CCN has tools and resources to determine technical qualification, but understanding culture-fit has to come with experience. We engage with candidates and conduct thorough behavioral interviews specific to the client’s culture to ensure fit. I usually know by the end of the interview if they are a good fit for the client.

3. These days a lot of companies are desperate for talent. We’ve heard stories of recruiters making job offers without even performing an interview. How is CCN doing things differently?

It’s all about due diligence and vetting, and to do that you have to have that deeper knowledge and expertise around HR.

We do a drill-in questionnaire before we even get on the phone with a candidate. It’s specific to HR and tailored to the client’s needs. That determines who even gets the interview.

By the time a candidate is presented to a client, they have been thoroughly screened by our subject matter experts and are qualified for the role and a fit for the organization. We’ve already done the homework upfront. We’re not going to waste their time with a candidate we don’t personally believe in.

4. In addition to serving clients well, I hear you also go above and beyond for your candidates. What does that look like?

I am not a traditional interviewer. I form connections with candidates that allow for direct, collaborative conversations. The candidates that I engage with may be my next team member or client, so it is imperative to make a lasting impression on behalf of the client and CCN.

If they get an interview with the client, I call them afterwards with feedback, being transparent and honest and delivering those messages. Nobody likes to hand out rejections, but I don’t hesitate to provide constructive feedback that will help them move on to the next opportunity. Even if they are not right for one particular role, I’m engaging and creating a relationship with them.

6. You’ve got the ability to do a lot of different HR work. Why HR recruiting?

Everyday I get to talk to like-minded HR professionals, and sometimes they are smarter than me, and I have clear takeaways from those conversations and relationships… I get to talk about what I love!

Let’s get started!

If your company is looking for exceptional human resources talent, Shanon is excited to get your HR recruiting search started! Call 512-900-2152 or send us a message.

If you’re looking for new work opportunities or simply want to welcome Shanon to the team, you can connect with her on Linkedin. You can also sign up to join our network online.

Companies see huge benefits from involving HR in due diligence for M&A

US dealmakers expect an uptick in M&A (merger and acquisition) transactions as leaders are making moves for stability and growth. Talent and culture are increasingly more critical as these transactions focus less on assets and more on capabilities.

When should HR be involved in M&A?

Human resource departments are inevitably a big part of any M&A, facilitating the combination of teams, systems, and software. Often times though, decision-makers don’t involve HR until after the transaction is complete. This can leave leadership with big blind spots and put HR and employees at a disadvantage come crunch time.

Forward-thinking leaders recognize that talent and culture are a key part of M&A, and they know HR is a key part of due diligence. It’s imperative that companies follow a thorough diligence process to understand how the leadership, talent, and core cultural traits of the target helped it produce results in the first place.

Companies that invest time and effort to gain a strategic HR understanding during the diligence process realize a greater degree of value and growth.

What Role does HR play in M&A?

HR has four critical roles in any M&A transaction:

#1. Know Where Risk & Opportunity Hide

HR will uncover people-related financial risks by identifying and assessing:

  1. Compensation, benefits, and insurance liabilities
  2. Employee-related compliance liabilities
  3. HR operations and technology synergies
  4. Cultural, organizational structure, and talent risks

#2. Culture Fit and Strategy Alignment

Strategic HR has the responsibility to protect the culture and company's focus by making sure the M&A transaction aligns all constituents with the vision and values of the combined entity. Strategic HR’s role starts and ends with ensuring results are realized. Specific action programs include:

  1. Assess Organizational Fit: Perform SWOT on the people capabilities and competencies
  2. Facilitate Change Management: this requires a proven, pragmatic methodology that generates results
  3. Provide Proactive Communication:
    1. Ensure the Message (Vision/Values) is heard and understood
    2. Keep communication going in all directions (upwards, downwards, across departments, across organizations)
    3. Establish Meeting/Communication Standards, Practices, and Expectations
    4. Ensure Goal Setting, Performance Reviews, and Accountability
  4. Update and Align Policy, Programs, Practices, and Philosophies

#3. Workforce Planning

HR will evaluate the combined entity’s workforce to determine supply and demand imbalance by role and location, ascertain current and future gaps, and create and implement a Leave Management and/or Staffing Plan as required. In fact, HR is responsible for evaluating and modeling the current and future people costs of the transaction. Specific Workforce Planning components include:

  1. Scenario Planning Turnover and Recruiting
  2. Succession Planning
  3. Retention of key people and separation of redundant staff
  4. Development of a total rewards strategy for the combined companies

#4. Organizational Development

The new leadership team will need to work together on a daily basis, despite cultural and personality differences, power issues, and other barriers. HR’s role is that of the facilitator enabling team members to work together constructively. Specifically, HR will

  1. Deal with power and cultural issues as well as resolve conflicts
  2. Help employees agree on priorities and focus on tangible results
  3. Identify and develop people capabilities and competencies
  4. Facilitate initiatives and manage the learning processes, knowledge sharing, and knowledge repositories

At the end of the day, M&A success entirely depends on the performance of the people, and strategic HR gives you the ability to do all of the above with speed.

We’re here to help

Unless you are involved in M&A every day, it’s hard to anticipate what you don’t know. Our strategic HR consultants have helped many companies successfully merge and transition personnel. We’re here to help leaders get the maximum value out of any M&A transaction — without skipping a beat.

We’d love to learn more about your M&A HR needs. Send us a message or call us at 512-900-2152 to get the conversation started.


Has your company outgrown its PEO? (Seven questions to help you find out.)

If your company is engaged with a PEO, are they still producing the results you expected? Have they delivered on lowering benefit costs and offloading transactional HR functions? Is your PEO still delivering the value they promised?

How do you know when your company has outgrown its PEO?

Especially for high-growth companies, this is a critical question. Often companies stay too long with a PEO when their HR team can ultimately achieve the intended goal for less money: attracting and retaining a high-quality, diverse workforce.

Initial benefits of a PEO

Companies enter into agreements with PEOs because it looks like a terrific option at the time. If you’re with a PEO, you most likely joined as a smaller company without an HR professional on staff. The PEO agreed to serve as your outsourced human resources function by providing services, including HR technology, HR, payroll, and benefit administration while taking on the responsibility for HR compliance.

You entered into a joint-employment relationship with them and they leased your employees back to you. It sounded like a nice arrangement because the PEO would employ the employees you hire, report the wages under their federal identification number, and take on the employment liability.

Is your PEO still a good fit?

As your company grew, your needs changed. At some point, you will outgrow your PEO. The question is not so much “if” but “when.”

There are a number of reasons you should consider leaving your PEO. Most likely, you have already noticed some of these telltale symptoms.

When our strategic HR consultants perform a PEO analysis, they examine several key areas to find out whether your PEO is still aligned with your business objectives. Let’s take a look at the kinds of questions you should be asking…

1. Are your PEO fees adding up?

PEO pricing varies according to the services you select, the level of support they provide, and numerous other factors. They generally charge for their services in one of two ways: percentage of payroll, or per employee per month fee (PEPM).

Even if your PEO’s pricing model seemed straightforward, you have likely been surprised by the cost of additional administrative costs and special fees on benefits, unemployment, workers comp, and payroll.

2. Are you having trouble figuring out what you’re paying for?

PEO invoices are rarely itemized, which makes it difficult to do an apples-to-apples price comparison. (Our strategic HR consultants can help you find answers and get clarity about the financial impact of a PEO extraction.)

3. Are your benefit rates increasing under a PEO?

Affordable benefits are the number one reason for joining a PEO. PEOs can achieve lower cost benefits than individual companies because they put multiple employers all together in the same risk pool. They then choose a carrier and design benefit plans to take advantage of this higher volume.

Even if your PEO delivered great savings on benefits initially, your rates may have increased upon renewal. This happens because when the PEO takes on more employers, more employees enter the pool, each with their own health risks. If claims increase for some employers, the rates increase for all the members in that pool. If you have a healthy population, you are essentially penalized for other employers’ risk — not your own. Higher premiums increase your overall costs.

4. Do you want to offer more customizable benefits?

PEOs are effective at creating cookie cutter benefits packages, but their one-size-fits all approach generally isn’t conducive as companies scale and require more tailored programs to compete for and retain talent. With a PEO, you’re limited to the carriers and coverages the PEO provides.

5. Do you want more HR control?

While you may have gained some efficiencies by shifting HR to your PEO, you’ve likely found that you have given up quite a bit of control over employee relations decision.

In order for the PEO to mitigate employer risks, you have to inform and consult with the PEO regarding any employee relations matter (such as termination, discipline, harassment, discrimination, disability accommodation, leaves, etc.). They do all this because your personnel are technically employees of the PEO, and they want to mitigate their risks.

As you navigate these employment issues together with the PEO, you might be wondering if they really have your employees’ best interest in mind. Have they made impartial recommendations and responded timely to management’s needs?

6. Is your PEO helping or hurting HR efficiency?

Did you expect the PEO to relieve the administrative burden on your team only to find that the PEO required more of your internal resources? PEOs take on some HR functions, but ultimately these arrangements often require an internal resource to liaise between employees and the PEO. Even entering data and providing all the information to the PEO can be a time-consuming task.

7. Can you get the HR data you need?

As companies grow, their decision-making depends more and more on having the right data and information. In order to make data-driven decisions about personnel, you need detailed information about your employees.

Oftentimes, pulling even a basic employee report from your PEO’s platform likely requires a call to support. Even then, you’re limited to a few standard reports. PEO technology platforms typically don’t provide leadership with visibility into key HR metrics they need to drive advanced business decisions.

Is it time for a PEO Analysis?

Maybe you’re happy with some aspects of your PEO partnership, but if there are too many items on this list that resonate with you, it’s time to conduct an informed, objective PEO analysis.

Our HR consultants can provide a detailed analysis of your PEO's costs and benefits. We'll help you compare plans and determine whether you can save money by moving HR services in-house.

It’s easy to get a competitive bid from a PEO salesperson or benefits broker, but how do you know the true cost and benefits to making a switch? Our HR consultants aren't affiliated with any PEO or benefits organization; they're here to help you find clear unbiased answers.

PEO Analysis Conference Room WEB

Next Steps: PEO Extraction

Leaving a PEO can be overwhelming and seem like a real challenge with so many elements intertwined, but it doesn’t have to be daunting.

Our HR consultants can help you create and execute a plan for PEO extraction. We'll help you understand the costs of extraction and find the right plans and people to take your HR department to the next level.

We have assisted multiple growing companies through PEO analysis and extraction, and we can help you too. Don’t hesitate to send us a message or call at 512-900-2152.


CCN Now Offering Strategic HR Services

I'm excited to share a really big update with everyone today. You know we've been serving our peers in finance and accounting for the last two and a half years, and now, based on feedback and conversations we've had with you, we're excited to launch our strategic HR services.

We're going to focus on projects that really drive an impact to the bottom line — things like M&A and how HR plays a part in due diligence, things like PEO analysis and extraction for companies that have outgrown their PEO, headcount optimization, and leadership development. These HR challenges are not only important to finance and accounting, but they also have a P&L impact in HR.

Of course we'll do traditional HR projects and help companies fill permanent positions with HR recruiting services as well.

We've tapped Tammy McCarty on the shoulder to lead the charge, and we are really excited about having Tammy on board. Tammy has a ton of experience … she's been a CHRO, she's led sales and marketing teams, and really has a great background to help us with this charge. Most importantly though, Tammy has been a partner to CFOs, and she's been a servant leader to her teams.

As we expand to serve companies’ HR needs, we’re staying true to the same values that set us apart in finance and accounting. We're going to continue down the path of being transparent, providing above-market pay to consultants, and serving our clients’ needs first.

We look forward to your feedback as we embark on this new chapter. Please let us know how we can serve you better!

Case Study: PEO extraction represents 6-figure savings for small biotech company

Professional Employer Organizations (PEOs) can be a terrific option for smaller companies without an in-house human resources team. Outsourced HR services like payroll, benefits, workers’ compensation, and 401(K) administration are an important part of getting started and growing momentum.

At some point, however, the costs will outweigh the benefits. How do you know when your company has outgrown its PEO?

Especially for high-growth companies, this is a critical question. Often companies stay too long with a PEO when their HR team can ultimately achieve the intended goal for less money: attracting and retaining a high-quality, diverse workforce.

The business case for PEO extraction

As companies grow, their needs change. PEOs are effective at creating cookie cutter benefits packages, but their one-size-fits-all approach generally isn’t conducive for growth as companies scale and require more tailored programs.

To compete for talent, companies require cost-effective HR programs customized to their specific needs. Tech companies, for example, often have different HR and benefits requirements than manufacturing companies. They need different strategies to compete and win.

“PEOs are effective at creating cookie cutter benefits packages, but their one-size-fits-all approach generally isn’t conducive for growth.”

Cost is another key reason firms leave their PEO. PEOs generally structure their fees based on a percentage of an employer’s total payroll. For organizations with a large and growing payroll (and/or highly compensated employees), PEO fees can get very expensive. Likewise, 401(K) and workers comp fees charged by PEOs can be higher than those sourced through brokers.

Case Study: Life Science Company

In 2017, I performed a PEO analysis for a growing biotech company. At the time, they were around five years old and had 40 employees. They needed to find out if they had outgrown their PEO.

Defining key business objectives

In order to determine whether their PEO was still a good fit for the company’s business goals, we first needed to understand their main objectives:

  1. Attracting Talent: In the highly competitive biotech industry, attracting and retaining top talent is paramount. This company had a real need to provide an exceptional workplace experience and to provide competitive compensation and benefits.
  2. Reducing Costs: Reducing costs and increasing profitability are always key considerations, but they were particularly top-of-mind for a company in growth mode when labor dollars were increasing.

“For organizations with a large and growing payroll, PEO fees can get very expensive.”

Addressing growing concerns

After almost three years with their PEO, the company was starting to experience symptoms that made them wonder if a PEO was still the right fit…

  • The incumbent PEO continued to make repeated payroll errors impacting employees’ pay. This was clearly diminishing HR credibility.
  • The PEO’s technology platform did not provide the leadership team with visibility into key HR metrics to drive business decisions.
  • The company was unable to analyze health care expenditures because they didn’t have access to their own healthcare cost data.
  • Renewal rates increased by double-digits year over year. The company absorbed a 20% increase in 2017 and faced a 16% increase in 2018.
  • The PEOs HR services focused on compliance and risk, not people, employee engagement, or company missions and goals. The company needed a more customized solution to scale, not a one-size-fits-all approach.

Analyzing and comparing PEO costs

From the beginning, we were able to look at the bigger picture to complete a thorough analysis…

  1. We identified competitive brokers and service providers for each component that was migrated from the PEO, including workers’ compensation coverage, risk management, payroll, payroll reporting, employee benefits, and HR technology.
  2. We evaluated and compared current PEO costs with new proposed service providers.
  3. We evaluated the cost of leaving the PEO

The results of the analysis were clear. We were able to clearly demonstrate that the company would benefit from cost savings and other advantages from leaving their PEO.

Transition from a PEO to new HR solutions

Following the analysis phase, I then served as project manager through the PEO extraction and transition process. We were able to implement a comprehensive HR solution with a full suite of reporting capabilities, providing management with the HR insights needed.

The company invested a portion of the savings to provide more robust benefits, including…

  • 100% employer-paid employee coverage: medical, dental, and vision
  • Increased contributions to health savings accounts (HSA)
  • Company-paid short-term disability and long-term disability
  • Increased life insurance coverage

Once the transition was complete, open enrollment was held, employees were trained on the new HRIS system, and carrier connections were put in place to reduce overall process redundancies.

PEO extraction results

In the end, the company successfully migrated from a PEO to an “unbundled” service model with minimal disruption to the organization. The company benefited from new relationships with trusted vendors, and employees received improved benefits and customized HR services.

Ultimately, the company reduced annualized costs by more than $125,000 ($3,125 savings per employee).

Is your company ready for a PEO extraction?

By taking a complex problem and applying a simple but thorough solution, we were able to unbundle and do what was best for this biotech company and its employees.

This is what strategic HR consulting is all about: aligning your people with your business objectives.

Are you interested in exploring a PEO extraction? We have helped companies ranging in size from 40-500 employees, and we can help you too. Give us a call or send us a message to schedule your first no-obligation meeting.

Consultant Showcase: Tammy McCarty

Years in industry: 25

We're calling on Tammy McCarty to lead the charge as we expand our consulting and recruiting services to include strategic HR. She has a wealth of experience in HR and the business acumen to go with it. Tammy has always been a partner to the CFO and a servant leader to her teams. We are so excited to have her onboard!

  • Technology Integration
  • Financial Analysis
  • Business Acumen
  • Leadership Development
  • Change Management
  • Consensus Building
  • Performance Management
  • Process Improvements
  • Succession Planning
  • Strategic Planning
  • Mergers & Acquisitions
  • Business Operations

What are a few adjectives people might use to describe you? Strategic, collaborative, responsive, action-oriented, adaptable, meticulous, resourceful, high energy, authentic, results-oriented

When do you feel most proud of your work contributions? I am most proud of my work when I fully understand the needs of the business and the people and create a vision and strategy that connect the two to create a symbiotic relationship, which builds consensus and aligns people around mission and core growth objectives. There is nothing more rewarding than working with an organization where the employees are passionate about their work because they feel truly valued, respected, rewarded, and appreciated. It fuels the workplace and produces better profitability, productivity, and business outcomes.

What do you consider one of your best skills? The ability to empathize and relate to others which helps me gain credibility as a trusted partner and build relationships quickly.

Is there anything else you really like about your job? I am a problem-solver and change agent. I love diving into the details to gain a thorough understanding of the current state, developing the plan and driving the change to achieve the desired outcomes.

What is your life like outside of work? I enjoy spending time with my children and watching them chase their dreams. I love to entertain, spend time outdoors, take in live music, and work out.

Looking for an HR expert like Tammy?

Why do we give our consultants such a great pay rate?

“Why do we give our consultants such a great pay rate?” This question comes up all the time, and it’s core to what we do at Cox Consulting Network. It’s one of the main ways we advocate for freelancers, and it helps ensure QUALITY and CONSISTENCY for our clients. If that’s something you can get behind, we’d love to talk to you!

We’ve been serving since day one

These days, many companies are scrambling to change their business model and adapt to the global pandemic. The good ones are making moves to protect their employees and better serve their clients — but what if businesses were simply founded upon these principals of "service" to begin with?

At CCN, we have always put people first, and now it’s more important than ever. We remain dedicated to exceptional service, competitive pricing, transparency and above-market pay for our network of consultants.

There’s a reason why we call our company a “network” instead of an agency or consulting firm. We believe in the simple idea that by serving people first, everyone ultimately wins. From day one, CCN was designed to serve our finance and accounting peers — period.

We do things differently

We serve a market of profit-seeking companies and are dedicated to supporting that effort with every bit of bull-dogged tenacity we can muster. But, we also wholeheartedly believe that we must refuse to let our own profit margins limit our ability to serve. Our consultants, candidates, and clients deserve our very best.

In fact, we made a deliberate decision to not utilize outside investors. Too often, they bring baggage of monthly calls with demands for higher margins and more growth. It's a pressure we didn't want to put on our pure service model.

"We must refuse to let our own profit margins limit our ability to serve. Our consultants, candidates, and clients deserve our very best."

At CCN, our background is in finance and accounting — not sales. We’ve been in your shoes, and we know exactly what kind of people you need. Our primary motivation isn’t the next big commission; it’s finding the right talent to help your team succeed.

These are just a few of the ways we've decided to do business differently...

  • Competitive Consulting Rates: The standard 100% markup can be hard to swallow. At CCN we’ve kept our overhead and margins low, passing on more savings to clients and better pay for consultants.
  • Transparent Billing: In our industry, it’s often hard to know where your money is going, and how much of it is actually going to the consultant. We offer complete transparency on the bill rate (consultant's pay, CCN fee, taxes, etc.).
  • Above Market Pay for Consultants: We believe happy consultants make for happy clients. We hire the best talent in Texas, and we give them a great pay rate for their work.
  • Hourly Direct Hire Pricing Model: Especially when it comes to hiring during the pandemic, companies are hesitant to shell out large chunks of cash for traditional commission-based recruiters. At CCN, we simply bill for the time necessary to find great candidates. Our direct-hire clients benefit from significant savings, often more than 50% lower than contingent-based recruiters.

Mission over profit

Above all, CCN was founded by consultants with the belief that mission comes before profit, and not the other way around. Profit and growth are simply the RESULT of good service — and our results speak for themselves. Over the first few years CCN has been in business, hundreds of consultants and clients around Texas have flocked to the new network that puts people first.

Give us a call or shoot us a message. We’d love to find out how we can serve YOU in this challenging season.