We’ve helped the world’s best become even better.

How can a world leading drinks manufacturer more accurately reflect its consumers? Our work pioneered diversity as a competitive advantage for this global FMCG company, paving the way for it to become one of the most respected FTSE 100 companies on diversity and inclusiveness.

Working with one of the NHS' largest trusts, Chemistry's algorithmic hiring platform was used to reduce admin in the hiring process, ensure that the most qualified and compassionate candidates were not being overlooked and free up nurses' time spent in recruitment. Our follow up highlighted the happy consequence of creating a team truly committed to the wellbeing of their patients – a staggering 60% drop in the number of staff sick days.

Our work with this client was an extraordinary example of the power of people in driving business change. Chemistry were completely immersed within the business to understand its complexities and the crossroad it had come to, rolling out and hiring, developmental and performance programmes and platforms to take it from debts and dire straits to corporate turnaround and £700m takeover within two years.

Understanding what talent to invest in and the speed at which it can develop is key to developing a successful sales academy. Working with Chemistry, this global software and cloud app business created an award winning early-talent hiring strategy for sales, selecting 500 candidates from 40,000 applications across 25 different countries in just six months. The programme achieved gender parity and a 73% decrease in applicant drop out and the new sales talent went on to contribute to organisational record revenues.

Even the "world's most innovative company" had doubts about transitioning to agile, worried that over half of its workforce would be opposed to a new way of working. Our insights revealed this was a baseless preconception, equipping the client with a roadmap to agile working within three years.

Responding to changes in the smartphone market this global mobile phone operator wanted to switch its retail operation from sales to service, while increasing revenue and market share. By understanding the change in consumer expectations and translating this into corresponding employee behaviour to meet them, they became the dominant mobile phone retailer in the UK.