Christiaan what’s your backstory?

I grew up in Jeffreys Bay, South Africa—J-Bay if you surf. Small town, with epic waves. Most of my childhood was spent in the ocean. My two closest friends and I would cycle down with our boards and stay in the water until sunset. That rhythm, freedom, discipline, and flow, shaped who I am today.

My family runs a 3rd generation private security company. Growing up we were entrepreneurial to the core. With a father who came from a military background, and a mother who was a prosecutor, our house was a contradiction: everything had to be precise, distilled, and elegant—manners, etiquette, and polish were gospel. But at the same time, we were encouraged to challenge things. To think independently. To take risks. That tension—rigor and rebellion—instilled something early in me: a quiet, persistent drive to build. And to do it with style.

At 13, my best mate Pablo and I launched our first venture: a surf school, seed-funded by our parents. We called it “Guaranteed Stand First Surf.” With boards the size of canoes, we delivered on the promise. We ran it every holiday season for four years—and became the go-to in J-Bay for learning to surf.

At 18, I left South Africa for London with a few rands in my back pocket and more ambition than logic. No network. No plan. I landed in a city that was grey, fast, and tireless. I loved all of it. The feeling that you could do anything and everything could happen. It was intoxicating. I started in agency recruitment. Honestly, I think I was the easiest candidate in London to sell that job to. I took it with both hands and ran. Covering executive search across London and New York, I threw myself in. I was the neatest, most enthusiastic, and probably the most overdressed person that firm had ever seen—think 1990s investment banker chic. Every evening I’d refine my pitch, study client briefs, dive into skillsets, market trends—anything to get sharper. I was getting good. But I didn’t love it.

So I pivoted in-house, joining fintech consultancy GFT. That’s where it all clicked. I led a high-stakes hiring buildout for a Tier 1 bank. Big expectations, a big deliverable, and a tasty bonus attached. I delivered. But when the payslip landed, I realized how much was gone. HMRC takes 40% of that bracket. I’d done the work—but didn’t feel like I owned the outcome. Two days later, I resigned. And In Motion was born.

Since then, I’ve built teams in London, Geneva, New York, Stockholm, Oslo, Berlin, and Singapore. Along the way, I founded and exited two start-ups:

Today I live in Melbourne with my Aussie wife, Claire. She swears she told me years ago, “If we fall in love, you’re moving to Australia.” I have no memory of that conversation. But five years later—here I am.

What does In Motion do, and how did you come up with the idea?

In Motion builds high-performance hiring engines inside tech companies. We embed alongside leadership teams—usually Series B, post-acquisition, pre-IPO, or during rapid scale—and build systems that attract and hire exceptional talent without the overhead or chaos of agency dependency. We’re not recruiters. We’re operators who’ve built, scaled, and exited businesses ourselves. That means we don’t just hire—we design hiring infrastructure, shape processes, train internal teams, and leave behind something that runs long after we’re gone.

The idea came during a project I ran at GFT, a fintech consultancy. I’d led a major hiring buildout for a Tier 1 bank. It was ambitious, and came with a performance bonus. I delivered. When the payslip came in, I realized over 40% of it was gone. Tax. I didn’t feel like I owned the outcome. So I left. Two days later, In Motion was born.

My first break came with Excelian, a British fintech. They were growing fast but struggling to maintain margin. I saw an opportunity. If they were willing to rethink where and how they were hired, we could reduce costs and increase delivery quality. So I went looking for a nearshore location: Less than a one-hour, flight from London, High concentration of technical talent, Lower salary expectations, Crucially—not on the Euro. It was a tough brief. But I found it: Warsaw.

I pulled together a rough pitch—data, talent pool size, salary benchmarks, cost of office space—and brought it to the CEO. I think he agreed just to get me to stop talking. We built that team to 40 in six months. I saved them £5 million bucks and added £8 million in revenue. The initial delivery model was born.

Since then, I’ve worked with global PE firms, VC-backed scaleups, and some of the fastest-growing companies across Europe, the US, and now Australia. In Motion is still lean by design. We move fast, embed deep, and leave companies stronger than we found them.

How do you approach building and leading your team at In Motion?

I don’t believe in leadership theater. There’s no posturing or hierarchy for the sake of it. I lead by example—through delivery, sharp thinking, and high standards that are felt, not announced.

At In Motion, our model is lean, founder-led, and built for delivery. We embed ourselves inside PE and VC-backed tech firms—often during inflection points like post-acquisition or international expansion—and build hiring systems from the inside out.

I take inspiration from the Goldman Sachs approach:

• Small teams.
• High output.
• No passengers.

Everyone is highly paid, everyone is a strong operator, and no one hides. We deliver.

I hire people who are:

• Obsessed with quality and have a strong track record of delivery
• Big thinkers, but even bigger learners
• Relentlessly curious—they read everything, ask questions, and go deep
• And above all, people who take pride in their work and move with precision

There’s no ego in delivery, but there is excellence. The way we deliver is the brand.

My leadership style is calm, direct, and clear:

• Clarity over control – I don’t dictate; I define outcomes and expect alignment.
• Execution over theory – We solve with action, not slide decks.
• Intensity over noise – We move fast, but we’re never scattered.

Different markets require nuance—whether it’s New York, London, or Sydney—but the fundamentals stay the same: align fast, build smart, and leave it stronger than you found it.

That’s how we operate and that’s who we hire.

How did you acquire your first 10 clients and what strategies worked?

There was no playbook. No marketing. No warm leads. I didn’t even have a real website. I got my first 10 clients by being useful, and relentless. I backed my execution over everything else.

The first break came through a warm intro from James Wardle into a British fintech called Excelian. I was initially brought in to help build out their Murex practice—but I saw something bigger. I spotted an opportunity to reduce cost and increase margin by shifting part of their hiring strategy nearshore. I mapped out the opportunity, pitched it straight to the CEO, and we were off. That unlocked the first major case study: 40 hires in 6 months, £5 million saved, and £8 million in new revenue generated. That became my proof point. I leveraged it everywhere.

The next few clients came from a combination of:

Referral: A few early advocates opened doors after seeing the work firsthand.

Tactical networking: Not “chats for the sake of it,” but targeted intros where I’d already done the homework.

Direct outreach: Slow and often painful, but I kept it sharp, specific and insight-led. I’d reference past results or operational gaps I’d noticed in their setup.

Leaning on track record: I’d already built teams at speed across Europe and the US, delivered for Tier 1 banks, and spoke like an operator—not a recruiter.

It wasn’t glamorous. It was deliberate. One conversation at a time, backed by work that spoke for itself. I didn’t sell “recruitment services.” I sold outcomes: lower costs, higher velocity, fewer hiring mistakes, and a system they could run without me after I’d gone. Proving value was never a PowerPoint—it was the delivery itself. I’d show up, embed, execute, and leave them in a better place than I found them. That built trust and trust led to referrals.

That’s how I got to 10.

What steps did you take to ensure your service met the needs of your target clients?

First, it’s worth clarifying—In Motion isn’t a recruitment agency.

We’re embedded operators. We work inside VC and PE-backed tech companies to install hiring systems that scale under pressure—from first principles to final hire. That includes hands-on talent acquisition but goes beyond it. We extend the reach of internal Talent Acquisition (TA) teams, solve structural gaps, and deliver where growth, urgency, or complexity demand more than generalist support.

I started by listening. Before trying to sell anything, I sat with founders, CTOs, Heads of Talent, and investment teams and asked one question: “Where is hiring breaking down for you right now?”

The patterns came fast:

That gave me the signal. The pain was real, and it was everywhere.

I shaped In Motion around those points:

• We embed inside the team
• Deliver it at a comfortable price point
• Deliver hands-on hiring execution
• Build internal capability while reducing dependency on external recruiters
• And leave behind a system that runs without us

The validation came quickly. I didn’t pitch abstract value—I delivered concrete results:

• £5M saved at Excelian
• 200+ hires at JP Morgan, with seven-figure savings
• 90% offer acceptance at SonarSource, with €2M saved
• Zero agency usage across all major projects by design

What confirmed product-market fit wasn’t client feedback. It was the second call. The re-engagement, The referrals. That’s when I knew: the model worked.

What distribution channels have been the most effective for reaching your target clients, and how did you discover them?

For me, the most effective channel has always been reputation.

When you're embedded inside VC and PE-backed companies, results travel fast. Good operators talk. So, the first wave of work came from referrals—clients who’d seen me deliver or knew someone who had.

That said, referrals aren’t a strategy. They’re a reward.

To be honest, this is one of the toughest parts. Especially moving to Australia and trying to break into a tight-knit ecosystem as an outsider. I’m still in it. Still learning. Still earning trust.

To go broader, especially here in Australia, I’ve focused on four things:

• Highly tailored outbound: Insight-led outreach to founders, Heads of Talent, and PE ops teams. I only reach out when I’ve already spotted a blind spot I know I can solve.
• LinkedIn content: Not for branding, but to show how I think. It builds familiarity before a conversation starts.
• Pilots with local firms: Projects like InstantScripts have let me prove value on the ground and build local case studies fast.
• Aligning with respected operators: People like Adam Schwab (Luxury Escapes), Chris Ridd (ex-Xero, now CEO at EventsAir), Matt Vitale (ex-Birchal CEO), as well as Ops Directors at BGH, Pemba Capital, Five V, and several VC ops teams.

I’ve made a conscious effort to listen before I speak—learning from those who’ve shaped the ecosystem. When you’re new to a market, you don’t walk in assuming. You earn the right to contribute by understanding how things actually work here.

Biggest lesson so far? Don’t assume. Observe before you advise, Listen before you lead. Australia rewards operators who show, not tell.

What strategies help In Motion stand out in the competitive talent acquisition market?

To start with—we don’t compete with recruiters. We’re not in the same business.

Recruiters fill roles. We build hiring systems.

In Motion stands out because we’re operators—senior professionals who’ve delivered globally and understand what matters to founders, CEOs, internal TA teams, and PE & VC platforms. We embed inside fast-growing tech companies—often post-acquisition, during international expansion, or at critical scale-up moments—and build the infrastructure hiring needs to succeed long-term.

We’re specialists, not generalists. We work with technology companies. We hire technology skill sets. We support PE and VC-backed portfolios.

This is high-trust, high-complexity work—and that’s exactly where we operate best.

Our edge is twofold:

• Founder-led execution: I’ve built and exited my own companies. I’ve sat in the seat. That changes how we think, how we communicate, and how we deliver.
• Structured, repeatable playbooks: Whether it’s BAU optimization, scale-up, post-acquisition, or international expansion, we’ve codified what works—and we implement it fast.

To stay ahead, we do what most don’t:

• We embed a seasoned operator: not a junior, not a coordinator. Delivery is led by someone who’s built and scaled before.
• We execute first: no slide decks, no theory. We get inside the business and move.
• We de-risk: stabilizing hiring when it’s messy, overloaded, or under pressure.
• We reduce reliance: on agencies, founder time, and unsustainable protocols.

What we build is meant to last beyond us and we deliver this model across entire portfolios—not just one company at a time. We’re here to build capability that holds up when the pressure’s on.

What prompted In Motion's global expansion, and how did you adapt to different markets?

We didn’t “expand” globally in the traditional sense. The work pulled us there.

The companies I embed with don’t stop at borders—neither do their hiring challenges.

From the early days, I was delivering across London, Geneva, New York, and Berlin. Clients were raising capital, acquiring companies, or launching into new markets—and they needed scalable hiring systems that could flex across geographies.

That’s where In Motion came in.

We didn’t build a localized playbook for each region. We built a global model that adapts:

• A deep understanding of talent infrastructure
• Local market fluency
• Cross-border execution without needing five different teams
• Founder-led insight that travels well

What’s consistent across markets is the pattern of pain:

• Post-acquisition chaos
• Founders doing too much
• TA teams stretched thin
• Agency overuse
• Lack of repeatable systems

We spot those patterns fast. And we solve them—whether it’s New York, Stockholm, Singapore or Sydney.

The only real adjustment is tone and pace.

• In the UK, credibility is built through depth and detail
• In the US, speed and confidence move
• In APAC, you earn the right to play by listening first, not leading with bravado.

Across all regions, our promise is the same: Embed deep. Execute fast Leave it better than we found it.

How do you maintain quality and client satisfaction as In Motion grows across industries?

First and foremost, we don’t serve a broad client base. We work exclusively with PE and VC-backed tech companies. That’s it.

We’re specialists, not generalists.

We stay in our lane—focusing on high-growth technology companies backed by serious capital—we ensure we’re where the stakes are high, the systems are under strain, and execution truly matters.

Quality is baked into how we operate:

• Delivery is founder-led: Every engagement is high-trust and high-touch.
• We say no to anything that doesn’t fit the model.
• Our backend support structure is tried and tested, built to ensure nothing slips, even under pressure. Precision at the front. Stability at the back.

To protect quality as we grow, we’ve built three core components:

1. Tight playbooks: We don’t start from scratch. We’ve codified what works in post-acquisition hiring, scale-up phases, international expansion, and BAU optimization. Each playbook is built for speed, precision, and repeatability.
2. Operator-only model: We don’t hand off delivery. Every client works directly with someone who’s built and scaled teams globally—and understands both the founder mindset and the PE/VC lens.
3. Selective engagement: We don’t chase volume. We take on fewer clients so we can go deeper. When we embed, we’re all in.

This isn’t a templated service—won by a director and delivered by a junior. It’s about showing up inside high-performance environments and providing fast, clean, lasting results—with the same operator from the first call to the final handover.

That’s how we maintain the bar—and why our model only works for clients who expect that level of commitment.

How do you build and maintain strong, long-term client relationships?

Clients stay because they remember how we made their lives easier. They refer us because they know we won’t embarrass them.

In this space, that’s everything.

When you’re embedded inside a PE or VC-backed tech company—when you’re hiring on their behalf, sitting with their teams, protecting their time, shaping their systems—you’re not a supplier. You’re part of the engine. That’s a high-trust position, and we treat it that way.

We don’t oversell: We’re clear about what we do, and what we don’t. That clarity earns trust.

We show up sharp: Every interaction, from day one, is focused, calm, and high quality. Clients feel it.

We deliver fast: Trust compounds when early momentum is obvious. We aim to land early wins without compromising the system.

We leave a system behind: They’re not dependent on us. We don’t build codependency—we build capability.

We stay connected: Long after the handover, we check in, share insight, and look for ways to add value without asking for anything in return.

What strategies do you use to reduce churn and increase client lifetime value?

For us, reducing churn starts with fit—we’re careful about who we work with. We partner with PE and VC-backed tech companies where we know we can drive meaningful impact. That alignment upfront sets the stage for long-term value.

We land early wins: In the first few weeks, we make impact visible. That sets the tone.

We stay inside the business: We go where we’re needed, in person when it matters, not on the sidelines, not on email. Embedded delivery creates trust and momentum.

We solve root problems: We don’t just fill roles; we fix the system that made them hard to fill. That has long-term value.

We leave capability behind: Clients aren’t stuck. We hand over a clean, functional system they can run without us. Ironically, that’s often why they ask us back.

We’ve found that retention isn’t about locking clients in. It’s about making it easy for them to re-engage—because they know what they’re getting, and it works.

What makes embedded talent acquisition work well for tech companies?

In Australia, the embedded model is still misunderstood. Too often, it’s seen as a stopgap—or worse, just an agency recruiter in disguise. It’s neither.

When done right, embedded hiring is a strategic advantage—especially for PE and VC-backed tech companies. But for it to work, it has to be grounded in a few fundamentals:

• It starts with understanding: Quality doesn’t come from velocity; it comes from insight. That means understanding the leadership team, current structure, existing workflows, and where the pressure is building.
• It’s operator-led: This isn’t a junior plugged into the system. It’s a senior operator with global experience—there to enhance what’s already in place.
• Execution comes first: Traction matters. Early hires are critical to building trust and reducing agency reliance. We typically cut costs by 50–70%.
• It aligns with business objectives: We don’t just fill roles. We build systems that support the commercial direction of the company.
• It adapts to the structure: If there’s an internal TA team, we support and extend them when pressure hits and If there’s no TA team, we build the engine—from sourcing to onboarding.
• It solves structurally, not tactically: We bring system-level thinking to hiring: process, positioning, interview design, repeatability. It’s about unlocking scale and relieving the load on founders.
• It scales across portfolios: For PE firms, we build repeatable hiring systems across multiple portcos—centralised where it makes sense, flexible where it doesn’t. We get companies international-expansion ready.
• We exit clean: The work holds without us. That’s non-negotiable.

This isn’t recruitment. It’s precision hiring infrastructure, installed from the inside—designed to scale, reduce cost, and give leadership time back.

What are your plans for In Motion in the future?

The plan isn’t to expand for the sake of growth. It’s to go deeper into what we already do well. In Motion is built for PE and VC-backed tech companies — and that won’t change. We’re not chasing new verticals. We’re focused on refining the model: faster deployment, sharper systems, and cleaner handover.

I’m betting big on Australia. This market is behind when it comes to embedded hiring done properly — but the need is growing. My focus is on expanding across key PE and VC portfolios here, showing what good looks like, and proving that founder-led, operator-grade hiring support is the edge that scales.

I’m not trying to do more. Just do it better — and make sure the right people see it.

What tools, software, or resources have been most helpful in growing In Motion?

We keep things lean by design. Every tool we use has to earn its place. If it doesn’t speed us up, sharpen delivery, or improve clarity—it doesn’t stay.

What are the biggest lessons you've learned from building In Motion?

Oh dear. I probably should’ve just become a pro surfer. It’s a tough business. If you f*ck it up once — especially in PE — you’re done. Your name doesn’t just get crossed off; it gets passed around. It’s an incredibly trust-heavy space, and rightfully so. You’re dealing with businesses under pressure — expecting precision, speed, and zero drama. There’s no room for second chances.

That’s been one of the biggest lessons: Delivery isn’t enough. You need discretion, consistency, calm, and clarity — every. Single. Time. And in a market like Australia, reputation is everything. People move quietly. Backchannels matter. You’re being assessed long before the first meeting, and long after it ends.

So I try to keep it simple:

• Only take on what I know I can deliver.
• Only operate where I add real value.
• And treat every engagement like it's the one I’ll be judged on—for years.

Because it is.

What’s your top advice for founders looking to scale and grow their client base?

Don’t. Hahaha. Marry rich.

But seriously — it’s hard. If you’re trying to grow a service business, the biggest trap is thinking great work will speak for itself. It doesn’t.

• Start narrow:
  Don’t try to be everything to everyone. Focus on where your model fits best, and go deep.
• Get painfully clear on positioning:
  You need to explain what you do in one sharp sentence. If people hesitate, you’ve already lost them.
• Be useful before being known:
  Focus on helping the right people in small, sharp ways. That builds trust faster than any campaign.
• Reputation compounds:
  But only if you're consistent. In PE and VC circles especially, one great project can echo for years. One bad one can shut the door forever.
• Don’t expect traction overnight:
  Especially in a market like Australia, trust builds slowly. Show up with calm, proof, and zero ego — and keep showing up.

If you’re solving a real problem for the right people, and doing it well — momentum will find you. Just don’t expect it to announce itself.

Who are some entrepreneurs or experts you recommend following for business growth?

I’ve always gravitated toward people who speak plainly and have lived the journey—not just theorized it.

Ben Horowitz
Unfiltered. Tactical. Has actually built and backed serious companies. The Hard Thing About Hard Things should be compulsory reading.

Walker Deibel
A deep thinker on acquisition entrepreneurship. His take on buying vs building is underrated—and sharp.

Daniel Priestley
Especially for founders early in the journey. Big on positioning, IP, and the psychology of scale. Easy to read, but not light.

James Clear
Not about business mechanics, but habit design. If you’re building anything long-term, his frameworks on consistency and identity are gold.

And honestly? My father-in-law. Grant Gifford, came to Australia, unknowingly bought a failing business, and turned it into a multi-million dollar construction company. Relentless focus, discipline, and execution.

What drives you to do what you do?

Good question. I’m totally obsessed with building something immensely valuable. Not just useful—undeniable. The cleanest, neatest, most effective service in the market. No comparison. I want to be the best in my domain. Full stop. And I want every interaction—with me or anyone at In Motion—to leave a mark.

‍Sharp, enjoyable, respectful, unforgettable. It doesn’t matter who they are—they should feel like the only person on the planet at that moment. That’s the ambition and it’s what keeps me pushing every single day.

Any quotes or principles you live by?

A few that stick with me:

“Do or do not. There is no try.” -Yoda

“Whatever the mind can conceive and believe, it can achieve.” - Napoleon Hill

Links + socials?

In Motion website

Christiaan LinkedIn

Christiaan Instagram