How a leading crypto company filled 6 IT vacancies in Poland within 6 weeks using a targeted recruitment strategy and local hiring expertise.
When people think about the crypto industry, they usually picture trading charts, blockchain technology, and markets that never sleep.
What they don’t see is the team working behind the scenes.
Every transaction, every customer query, and every platform update relies on people making sure everything runs smoothly.
For one Japan-based cryptocurrency exchange, those behind-the-scenes roles became increasingly important as the company expanded its European operations.
Its Shared Service Center in Kraków, Poland, had grown steadily alongside the business. More customers meant more internal users to support, more systems to maintain, and more operational demands on the IT team. It wasn’t a problem that had appeared overnight. Like many growing companies, the business had reached a point where its existing team was stretched, and hiring couldn’t wait any longer.
Six new IT support specialist positions were approved.
The timeline?
Six weeks.
It sounded ambitious, but the business had little choice. Delaying recruitment would mean putting additional pressure on existing employees and slowing down future growth. At the same time, rushing the hiring process and bringing in the wrong people would create even bigger problems down the line.
The challenge wasn’t simply to hire six people.
It was to hire the right six people.
Anyone familiar with Poland’s technology sector knows why this project wasn’t as straightforward as it might seem.
Over the last decade, Poland has become one of Europe’s leading destinations for technology companies, shared service centres, and global capability centres. Cities like Kraków attract international businesses because they offer an impressive combination of technical talent, multilingual professionals, and a strong educational ecosystem.
But success comes with competition.
Every growing company is looking for experienced IT professionals. Skilled candidates often receive multiple approaches every week. By the time a company has completed several interview rounds, there’s a good chance the candidate has already accepted another offer.
The recruitment landscape has changed dramatically over the years. Posting a vacancy and waiting for applications is rarely enough anymore, especially for experienced technology professionals.
The best candidates usually aren’t actively searching.
They’re already employed.
Which means recruiters have to earn their attention before they even have the opportunity to discuss a role.
The cryptocurrency exchange understood this. They weren’t looking for hundreds of CVs or a lengthy shortlist.
They wanted a recruitment partner that understood the local market and could connect them with professionals who genuinely matched the role.
That’s where Brainsource Network came in.
One of the biggest misconceptions about recruitment is that it begins with sourcing candidates.
It doesn’t.
It starts with understanding people.
Before approaching the market, the recruitment team spent time learning about the business itself. What did the IT support team actually do on a day-to-day basis? What kind of personalities worked well within the existing team? What challenges would these new hires face during their first few months?
Those conversations revealed something important.
The client wasn’t simply hiring for technical skills.
They wanted people who could communicate effectively with colleagues across different departments, stay calm under pressure, and thrive in an international environment where collaboration mattered just as much as technical knowledge.
That understanding shaped the entire recruitment strategy.
Instead of treating the vacancies as six identical roles, each position was viewed through the lens of the team it would join and the value that individual would bring.
With the hiring strategy in place, the search began.
Some candidates came through traditional channels, but many didn’t.
Experienced IT professionals are often passive candidates. They’re successful in their current roles and aren’t actively applying for new opportunities. Reaching them requires a different approach one built on relationships, conversations, and understanding what motivates someone to consider a career move.
Every conversation was personal.
Rather than leading with a job description, recruiters talked about career goals, team culture, growth opportunities, and the chance to join a company operating in one of the world’s fastest-moving industries.
Not every conversation led to an interview.
And that was perfectly fine.
Good recruitment isn’t about convincing everyone to apply.
It’s about finding the people for whom the opportunity genuinely makes sense.
As suitable candidates emerged, each one was carefully screened before being introduced to the client. Technical capability mattered, of course, but so did communication skills, attitude, and long-term potential.
The hiring managers received a carefully curated shortlist rather than an overwhelming pile of applications.
That allowed them to spend less time filtering CVs and more time getting to know the people sitting across the interview table.
Recruitment projects rarely move in a straight line.
Interviews need rescheduling.
Candidates receive competing offers.
Salary expectations evolve.
People go on holiday.
Every hiring project has moments where things threaten to slow down.
The difference often lies in how quickly those moments are handled.
Throughout the six-week project, communication remained constant between recruiters, candidates, and hiring managers. Small questions were answered before they became bigger issues. Interview feedback was shared promptly, and decisions were made without unnecessary delays.
Candidates appreciated knowing where they stood.
Hiring managers always understood the project’s progress.
That level of transparency helped maintain momentum from beginning to end.
By the end of the sixth week, all six vacancies had been successfully filled.
For the client, it meant far more than hitting a recruitment target.
The new hires strengthened the Shared Service Centre’s ability to support the company’s growing European operations without overloading existing teams.
Projects could continue as planned.
Internal users received the support they needed.
Managers could shift their focus back to growing the business instead of worrying about recruitment.
While the six-week timeline was impressive, the real success wasn’t measured by speed alone.
It was measured by the quality of the people who joined.
Because recruitment doesn’t end when someone signs a contract.
That’s where the real journey begins.
Every country has its own hiring culture. Salary expectations differ. Notice periods vary. Candidate priorities change.
What motivates an IT professional in Poland isn’t always the same as someone working elsewhere in Europe.
Understanding those nuances made a significant difference throughout this project.
Knowing when candidates were most likely to move, how quickly offers needed to be made, and what questions candidates were likely to ask allowed the recruitment process to move naturally without unnecessary friction.
That local knowledge also helped the client remain competitive in a busy market where talented professionals often have multiple options.
It’s something that’s difficult to replicate from outside the country.
Looking back, it would be easy to focus on one statistic.
Six vacancies.
Six weeks.
But numbers only tell part of the story. Behind every successful hire was a conversation. A recruiter who took the time to understand someone’s ambitions. A hiring manager who recognised potential beyond a CV. A candidate who decided this opportunity felt like the right next step in their career.
Those moments don’t appear on recruitment dashboards, but they’re often the reason projects succeed. The strongest recruitment partnerships aren’t built around transactions.
They’re built around trust.
Trust between recruiter and client.
Trust between recruiter and candidate.
And trust that everyone involved is working towards the same outcome.
Also read: Why Most Hiring Demand Targets Vocational and Entry-Level Talent
For Brainsource Network, this project wasn’t unusual because of the timeline.
It was memorable because it reflected what effective recruitment looks like when everyone works together with a shared goal.
The client had a clear vision of the people they wanted to hire.
The recruitment team brought market knowledge, local expertise, and a structured process.
Candidates were treated with honesty, respect, and clear communication throughout the journey.
Those ingredients created something that often feels surprisingly rare in recruitment: a hiring process that worked well for everyone involved.
The demand for experienced technology professionals isn’t slowing down. As more international companies continue investing in Poland, competition for skilled IT talent will only become stronger.
Businesses that rely solely on job advertisements and lengthy recruitment processes are likely to find themselves falling behind.
The organisations that succeed will be those that understand recruitment isn’t simply about filling vacancies. It’s about building relationships, understanding local markets, and creating an experience that candidates want to be part of.
For this cryptocurrency exchange, closing six vacancies in six weeks wasn’t just another recruitment milestone.
It was a reminder that when the right strategy meets the right expertise, ambitious hiring goals become achievable.
And sometimes, the most important stories in a fast-moving industry aren’t about technology at all.
They’re about the people who make that technology possible.