AWI Taio is a talent and people advisory practice. We work with life sciences organisations — and the consultancies that serve them — on how the talent function is built, led and measured. We advise; we don't sell you the hiring.
Four practices. Most engagements start with one and grow into another.
Strategy, operating model and workforce planning.
Talent acquisition set up properly, from scratch or from a mess.
Senior talent leadership without a permanent hire.
Knowing what your people can do, and what happens next.
Two kinds of client, one underlying problem: getting the right capability in place faster than the organisation is changing.
Pharma, biotech, medtech and med device businesses where hiring is tied to trial phases, funding rounds, regulatory milestones and product launches — and where a delayed hire delays the science.
Consulting firms — including those serving life sciences — whose product is their people. Utilisation, bench management and partner-track pipeline are talent problems dressed as commercial ones.
Beyond these sectors: the work travels. Talent operating models, workforce planning and succession behave much the same in any organisation where specialist people are the constraint — we simply know life sciences and consultancy best, so that is where we lead.
We earn nothing from placements. If the answer is that you don't need to hire, we'll say so — that's the point of advisory sitting apart from delivery.
The measure of a good engagement is that your team runs it after we go. We document, train and hand over deliberately.
You get the people who scoped the work. No pyramid, no juniors learning on your problem.
Benchmarks, market data and your own numbers. Talent decisions are commercial decisions and should be argued as such.
A short conversation is usually enough to tell whether we're the right people. If we're not, we'll point you at who is.