Unconventional roads often lead towards a purpose that can impact people worldwide. Following such an exceptional professional path today, Cary Sparrow leads as the CEO of Greenwich.HR.
After completing his undergraduate degree in computer engineering, he served in the US Navy as a nuclear submarine officer. Cary later moved to have a career in management consulting, having the opportunity to help many companies across several different industries address challenging initiatives.
Embarking on his corporate career, Cary played various leadership roles and world-renowned companies, learning from each experience and applying it to the next ones, developing a broad range of knowledge that benefits him as the CEO. He serves the clients by cultivating meaningful relationships combining his 35+ years of experience to tackle significant challenges and achieve organizational growth.
Greenwich.HR takes an impactful approach to facing substantial market issues, providing the best data to drive the best decisions, and helping businesses succeed in an $80T market.
Labor Market in High Definition
Cary has seen first-hand how poor information about jobs, skills, and pay is and the problems insufficient data creates. He also understood the underlying reasons for the poor data and believed Greenwich.HR could create a different approach to collecting and sharing market intelligence that bypasses these problems.
Greenwich.HR was founded to help make the labor market more transparent, thus driving much greater innovation for hiring, pay, and careers – things that touch every person, family, community, and organization.
Greenwich.HR team is wholly committed to enabling its clients’ success in measurable, high-impact ways. Every Greenwich.HR client profits from their use of its data platform. It has built a highly focused team, is highly collaborative, and embraces the diversity of thought, experience, and culture. With team members in 7 countries and 14 cities – it was remote before remote was a thing, having built a culture that allows talented people with complicated lives to thrive. Cary notes, “We have team members who are new parents, single parents, disabled vets, and multi-location. We don’t just flex to accommodate unique needs – we actively seek out people with unique needs who have challenges fitting into the rigid work requirements of most companies. This is a huge differentiator for us in finding the best talent.”
Leveraging Technology
Greenwich.HR has the world’s fastest and largest growing data platform for labor market intelligence – its technology is and must constantly remain state of the art. It continuously builds new platforms and tools to manage rapidly growing data and processing demands and ensure its clients get maximum value from its data.
Only If
Cary mentions that the only thing that represents a great opportunity is just changing its expectations for business intelligence’s value. Most business intelligence practitioners work on ‘small money projects.’ These projects provide ROI that most boards of directors would not care about. Business intelligence teams often are not empowered to take on ‘big money projects.’ An example of a ‘small money project’ is developing analysis to find managers more likely to have higher turnover in their teams. Cary notes, “A valuable project, no doubt, but the type ROI of those projects is measured in tens of thousands or perhaps hundreds of thousands of dollars.” An example of a ‘big money project’ is improving the workforce’s productivity by 10 percent. The ROI of this project is material to the overall earnings of a company – in most large companies, that’s billions of dollars. And comparatively, the complexity of the analytics used in each project is not significantly dissimilar.
What Comes Next?
Greenwich.HR envisions to continue to grow the value it delivers rapidly. It focuses on several things holding the potential to be disruptive. The broader integration of real-time high-definition market data into talent analytics focuses on mining companies’ internal data. The next generation of compensation benchmarking and analysis moves from backward-looking pay analysis to forward-looking, predictive, high-definition pay intelligence; and much-improved understanding of the market for skills to enable capabilities like skills arbitrage and flexible organization design.
Cary asserts, “Above all these, I see the talent analytics teams in companies needing to play a critical role in driving equity and inclusion. This is a bit of a third rail for many companies – talent analytics teams already know how to identify and diagnose underlying barriers to equity and inclusion. But, doing so shines a very uncomfortable light on problems in the organization that many leaders are unwilling to confront.”
Entrepreneurial Zeal
Cary advises aspiring entrepreneurs to get to know many other magnates to learn about their stories. “Being an entrepreneur is a lifestyle choice in addition to a career choice, so make sure you’re ready for the change,” Cary concludes.
