The Value of a Good Business Relationship

I recently attended one of the most productive and engaging tradeshows in my career – InsureTech Connect in Las Vegas.

What set this conference apart from others that I’ve attended? This show’s focus was on connecting attendees with each other and truly embracing the concept of networking. A model that all conferences should follow.

While there was the traditional exhibit hall/trade show floor with booths, sales reps, and attendees, this was overshadowed by the organized meeting times they set aside for attendees to coordinate, schedule, and meet for 15 minute intervals. Attendees could send invites to individuals they would like to meet with, and if accepted, a meeting was scheduled and put on your calendar.

Kind of like speed-dating for companies – You show me yours, I show you mine, does it make sense to proceed? The best part was, everyone had a general idea of who they were meeting with beforehand.

What made this arrangement so impactful? In a world where everyone is extremely busy, it allowed for the most important element of conducting good business – building relationships.

Too many times, because everyone is SO busy, companies or products get overlooked, emails or phone calls aren’t responded to, and people stay with the status quo, which could be the best option available, but also may not be.

I am of the mindset that doing business with someone you know and trust is key to a successful partnership.

This conference allowed me to get to know some new and terrific people and learn about their companies. The next step is building trust and moving down the path toward success.

When was the last time you evaluated companies you do business with?

Are they true partnerships that work for you or are they just a vendor that provides a service and sends an invoice? Do they truly understand the way you operate, the individual needs of your business and are they providing customized solutions that meet these needs?

If you haven’t already, take the time to get to know your partners, or if they are just vendors, get to know someone new that you can develop a relationship with and call a partner.


Global Delivery

Thinking about outsourcing? Here are 7 factors to consider

Outsourcing can provide tremendous benefits for businesses, impacting many different areas of daily operations. While any number of functions can be successfully outsourced, significant benefits can be found in outsourcing IT functions.

1. Cost

With high demand for IT talent in the US, salaries and wages are soaring. Outsourcing provides companies with the ability to hire highly qualified talent at much lower prices and flexibility. While reducing labor costs is seen as the greatest reason to outsource, some of the additional savings are often overlooked. Health benefits, facilities, infrastructure, equipment costs and more would all be covered by your outsourcing partner, reducing costs across the board.

2. Time

It’s a candidate’s job market, and many companies have difficulty finding qualified IT talent or keeping them from jumping to competitors. According to a 2017 Indeed survey of HR managers and recruiters, 75% think the time-to-fill IT roles has increased in the past three years and 83% believe it has hurt their business either from lost revenue and/or slower product development. In most cases, outsourcing with a specialized partner allows you to fill roles, ramp up for a special project, and build a strong IT team in a much shorter timeframe.

Outsourcing can also significantly decrease the amount of time it takes to complete a project. Lower labor costs allow companies to increase the number of employees on a project, increasing productivity, and shortening the time it would have taken your in-house team to do it alone.

3. Location

India has long been associated with IT outsourcing, but many other countries around the world now offer high quality and technical talent with excellent value. When selecting an outsourcing partner you must consider: language barriers – will it be difficult to communicate with or understand your outsourced employees?; time zone differences – do your outsourced employees work the same hours as the rest of your company or will you use a follow the sun model?; laws and regulations – is your intellectual property safe and secure under local law?

4. Experience

An established outsourcing partner is the difference between a successful engagement and a horrible experience. When you interview potential partners be sure to ask detailed questions about their talent pool, company history and clients. Proven results are your best indicator of future success with an outsourcing partner. Do your research and find a partner with a good reputation and experience.

5. Stability

Building a strong corporate culture with high employee engagement is extremely important, especially when you are relying on your partner to monitor and maintain their teams. Companies with high employee turnover won’t be able to provide you with consistent high quality service. Find out what your partner’s employee retention rate is and how they keep their employees.
Dedicated teams are best practice for outsourcing partners. When employees move from client to client, they are not committed to the success of your project, and won’t be dedicated to your team. Be sure your partner is providing you with the best service from dedicated teams.

6. Scalability

No company is too small to benefit from outsourcing! Make sure you are working with a partner that allows you the flexibility you need to get things done, within your budget and under your direction. A good partner allows you to hire as many or as few employees as you need for a task or a project, for whatever time period you need them for. Make sure there is transparency and you aren’t getting yourself locked into a contract that doesn’t match your requirements.

7. Strategy

One of the hidden benefits of outsourcing is that it reassigns standard processes to outsourced employees and frees your experienced local team to focus on strategy and innovation. Let your lead IT folks pay attention to the most important tasks, and manage your outsourced employees to support and help you complete the big picture.


Finding the right outsourcing partner is the key to a successful engagement. The experience should be a true partnership, with your outsourcing company listening to and addressing all of your needs and concerns. If done effectively, outsourcing should be an extension of your company, with all the benefits of your own captive facility, allowing you to fully integrate your outsourced staff into your existing corporate structure.

Click here for more information on our global delivery services.


help desk software

Eclaro wins Golden Globe Annual Award for Business Excellence 2017

Eclaro is pleased to announce that it has been chosen as a recipient for the Golden Globe Annual Award for Business Excellence 2017.

Sponsored by the National Data Research Examiner & Marketing Services Inc., this award recognizes companies striving for top-notch business performance and are those that exemplify business excellence and reap success.
“We are very honored to be selected for this prestigious award”, says Tom Sheridan, Principal at Eclaro. “It is really all about our people. Their expertise, dedication, and level of service they provide our clients is unmatched.”

People are not widgets


No manufacturer in the world would do business with a supplier if only one part in 20 coming from that supplier actually fit into the manufacturer’s final product. So why is it that organizations that hire contingent labor from staffing firms find themselves accepting only 5% of the candidates offered by those vendors? 

The answer is obvious — people are not the same as parts. However, that answer begs the next question — why do so many organizations try to manage a workforce of skilled professionals as though they were commodity parts?  The answer is often that a procurement division has implemented a centralized approach to managing an organization’s spend on contingent labor.

That can work if the skills being hired are actually like a commodity. That is, if the requirements for the work can be boiled down to a specific set of specifications — the fewer the sets of specification the better. In practice, however, the package of technical and “soft” skills actually required for most contingent labor projects will have nuances that are easily lost unless the internal project managers are deeply involved in the personnel selection process. Centralizing or automating that process is likely to generate a high percentage of mismatches.

A more strategic approach to managing contingent professional help involves collaboration among the procurement representative, the internal project manager, and the firm supplying the contingent labor. The procurement representative can lead the process and provide the framework for the relationship, while the project manager provides all the details about the project, deadlines, and working culture of the team.

The staffing firm should be prepared to answer questions about the availability of talent and current market rates and conditions. The staffing representative should have a good idea of the kind of candidates he or she has in his pool and be prepared to ask detailed questions that will inform the choices he or she offers.

This collaborative model can shorten the cycle for hiring and increase the candidate acceptance rate. Furthermore, all stakeholders gain a high sense of ownership of the results the collaboration is delivering.

If you want to see how true collaboration works in staffing, we’re happy to help.

Paul Sheridan

VP, Eclaro


Psst, the unemployment rate is only 2.3%


We are all inundated with “jobs” data regularly, including the monthly unemployment rate. This is, of course, a “macro” statistic.

There are 156,000 computer or IT professionals currently unemployed – which amounts to a 2.3% unemployment rate, according to the Bureau of Labor Statistics, last modified on January 10, 2014 (down from 3.9% in Jan 2013). According to the BLS, the unemployment rate for people with a Bachelor’s degree or higher is 3.2%.

3% is statistically considered to be “full employment”.  There is a talent war in IT. Candidates are in the driver’s seat. They are comparing on average four offers, not only weighing compensation packages, but also opportunities to expand their skills, flexibility to achieve optimal work/life balance and to contribute to a brand of which they can be proud.  

So if you have questions about market trends for specific positions and in specific sectors, we’re happy to help.

Tom Sheridan

VP, Eclaro



Top Performers Earn their Gold!


It is a long held belief that top programmers are at least 10 times more productive than average programmers (some have said 100x more). They are not only more productive, but develop better/cleaner code.

 A programmer typically spends 10-20% of his time writing code and most programmers write about 10-12 lines of code per day that goes into the final product. Top performing programmers spend the majority of their time thinking, researching, and experimenting to find the best approach. Under performing programmers spend the majority of their time debugging code often randomly making changes and seeing if they work.

“A great lathe operator commands several times the wage of an average lathe operator, but a great writer of software code is worth 10,000 times the price of an average software writer.” –Bill Gates

A good programmer is maybe ten times more productive than an average programmer. A great programmer is 20-100 times more productive than the average. This is not an exaggeration – studies since the 1960′s have consistently shown this.

So if you have needs for top performing programmers, we’re happy to help!

Kate McCabe

VP, Eclaro



“We Sell Soda” No, we don’t, “We Deliver Talent”!

by Kate McCabe, VP Eclaro

Fourteen years ago, my colleagues and I arrived at Pepsi’s beautiful headquarters in Westchester for a meeting. In the lobby, there was a large plaque that read “We Sell Soda”.  We were blown away by the clarity and simplicity of that statement.  Everyone who entered that facility, whether an employee, a vendor, a shareholder, knew what the one and only “Mission” of Pepsi was to “Sell Soda”.

Of course, perhaps Pepsi’s Mission has changed since that day. Societal trends, regulatory restrictions (that’s you former Mayor Bloomberg!), and global expansion have broadened and changed their 115 year old company.  I haven’t been to their facility recently so I don’t know if the sign endures, or has been replaced with We Sell Water or We Sell Experiences, but I’m sure it’s just as compelling.

Either way, that sign encouraged a small start up to get really clear about what we do. We Deliver Talent.

Getting to that level of clarity wasn’t easy or quick. We talked about how we get as clear as “We Sell Soda” for months, maybe years. Our business has also evolved greatly since its inception as a web enabled portal for contract labor with a strong recruiting backend, into a service provider of IT and Business Professional Consultants, Direct Hire, Vendor Management and Global Integrated Delivery of IT and Business Process support.

In the end, what we do is to Deliver Talent, whatever resources our clients need, across Technical and Business Verticals, Industries, whatever experience or expertise is required to help our clients be more Scalable, Flexible, Productive and Profitable is what we deliver.

Every member of the Eclaro team works to this end every day. Our Management Team focuses on ensuring our Delivery Teams have all of the training, tools, information and support that they need to Deliver the Talent our clients demand. Our Sales and Account Management Teams focus on working with our customers to fine tune their business and technical needs, manage on going initiatives, forecast future talent gaps. Our Systems teams ensure that our technological investments are cutting edge and functioning optimally. Our Accounting, HR and Operations staff make sure that our Employees, Consultants and Customers are well tended and that our Recruiting and Sourcing teams are able to focus on sourcing and attracting the perfect resources for our client and internal engagements.

Being really clear on what your Mission is allows everyone within your organization to focus on the only thing that matters, in our case, Delivering Talent. I challenge you to get that clear on what you do. It will revolutionize your focus on the end goal!


Kate McCabe is a VP at Eclaro. Kate joined Eclaro in 1999. She has over 15 years of experience in Human Capital Solutions Talent Delivery and is responsible for several of Eclaro’s Strategic Accounts as well as Brand Management.  She can be reached at 646.695.2931 or