A Chat with Abakar Saidov, CEO at Talent Relationship Platform: Beamery

Abakar Saidov

Beamery was started because we wanted to build a world where talent comes first. Millions of people are left behind in their careers every day – our mission is to fix that.

Beamery’s Talent Lifecycle Management platform allows enterprises to identify, recruit, retain, develop and deploy talent, create more human experiences for candidates, employees and alumni, and unlock the skills and potential of their global workforce. We help the world’s most complex organisations improve workforce agility and productivity, move the needle on DE&I, close key skill gaps and hire and retain top performers.
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How did you come up with the idea for the company?

My brother, Sultan, and I started Beamery with a strong personal connection to solving the passport lottery; that where you are born dictates your opportunity for work. My family were first generation immigrants to the UK and seeing our parents struggle had a significant impact on us.

The career ladder is fraught with bias, privilege, inefficiency and ineffectiveness so we created Beamery – with our third co-founder, Mike – with an underlying goal to level the playing field when it comes to making sure that everyone has access to the work opportunities they deserve.


How has the company evolved over the last couple of years?

Since setting Beamery up in our London garage in 2013, growth has been significant and exciting. We have rapidly grown our customer base, of which almost 50% are Fortune Global 2000 companies, and have expanded our global reach. We now have over 400 employees in 20+ locations around the world, and continue to recruit rapidly.

In the last 12 months, Beamery has been used to hire at an unprecedented pace – filling over 1.5m open roles for our customers.

What can we hope to see from Beamery in the future?

All markets are seeing unprecedented levels of flux in talent attraction and retention, yet the reality is that many talent management advantages can be realised at this critical time. This is where forward thinking businesses can step up and gain a competitive edge.

By taking the time to understand and map out talent needs, businesses can clearly assess where skills gaps are and, according to Mckinsey, 87% of organisations either already have such skills gaps, or expect to have them in the next few years. The reality is that tying future business objectives to talent outcomes comes from taking a strategic approach to skills-based workforce planning.

Only when business leaders can tie demand for critical skills to talent supply from internal and external sources, create employee centric career paths and offer role based mentoring will they have solved the problem that matters most – ensuring their organisation can de-risk the supply of skills needed in the future.

Taking a longer term view to talent mobility and helping employees map out their careers will ultimately help companies better allocate resources, leading to further benefits such as increased productivity. With such talent development strategies in place, companies can also then create fairer, more equitable internal opportunities.

We are excited to be leading the way in these talent transformations. Beamery’s future is focused on further developing our leading-edge AI capabilities to help our customers successfully shape their future of work.