Scaling Beauty and Tech: How The Beauty Tech Group Transformed Its Global Hiring with Workable

Main Facts: Revolutionizing Recruitment in the Beauty Tech Sector

In the fast-paced world of consumer technology and beauty innovation, operational agility is everything. The Beauty Tech Group—formerly known as CurrentBody—stands at the bleeding edge of this sector. Operating four distinct, highly specialized brands (Currentbody Skin, Zip Beauty, Tria Laser, and Currentbody Skin The Clinic) and offering products across more than 80 countries, the enterprise demands a workforce as dynamic as its product line.

However, until recently, the company’s internal talent acquisition infrastructure struggled to match its external market ambitions. Driven by rapid global expansion, a public listing, and the need to scale critical commercial engines—such as its influencer marketing arm—The Beauty Tech Group partnered with global recruitment software leader Workable.

The results have been transformative:

• Massive Team Scaling: The influencer marketing team grew from 34 to over 50 professionals in just eight months—a staggering 47% increase.
• Significant Time Recovery: Talent acquisition (TA) professionals saved approximately 20 hours per week purely through Workable’s automated self-scheduling features.
• Global Footprint: A single, unified platform now seamlessly supports a complex, multi-market operation spanning more than 200 employees across the UK, US, China, India, and Japan.
• Enterprise-Grade Governance: Migration to Workable’s Premier Plan introduced advanced requisition workflows and robust reporting capabilities, perfectly aligning with the governance demands of a publicly listed company.

Chronology: From Ad-Hoc Hiring to Enterprise Infrastructure

Phase 1: The Legacy Era of Reactive Recruiting

Before implementing Workable, recruitment at The Beauty Tech Group was, by the admission of its own leadership, largely unstructured. Talent Acquisition Manager David Smith characterized the legacy approach as “quite ad hoc, quite reactive.”

When business units required headcount expansion, department heads bypassed standardized talent pipelines and approached the Chief Financial Officer directly. There was no formalized recruiting framework, no unified candidate journey, and no centralized software ecosystem holding the operation together.

Although the company utilized a legacy Applicant Tracking System (ATS), TA Business Partner Rachel Harrison noted that it was severely underutilized. Processes moved slowly, data silos were common, and the candidate experience suffered as a result. As the enterprise diversified into performance digital, regulatory affairs, multilingual customer support, and influencer marketing, the limitations of an unstructured hiring apparatus threatened to bottleneck organizational growth.

Phase 2: The Decision to Partner with Workable

Recognizing that sustainable global scaling required professionalized HR infrastructure, the recruitment team set out to find a comprehensive solution.

“That’s why we wanted to partner with someone like Workable,” explains David Smith, “to make sure that we’ve got the processes in place for the best practice when it comes to recruitment and hiring.”

Drawing on his extensive career experience utilizing multiple applicant tracking systems, Smith identified Workable as uniquely complete. Unlike modular or fragmented software solutions, Workable centralized the entire hiring lifecycle into a single, intuitive interface. From public-facing careers pages and inbound application screening to collaborative interviewing, scorecard evaluations, and final offers, Workable became the organization’s single source of truth.

Phase 3: The Operational Rollout and Premier Plan Migration

As The Beauty Tech Group evolved into a publicly listed entity, its internal compliance, budgeting, and corporate governance requirements shifted dramatically. The baseline recruitment setup was no longer sufficient for the level of scrutiny required by public markets.

To address this, the company upgraded to Workable’s Premier Plan. This transition introduced a formal requisition management framework—requiring structured internal sign-offs before jobs could be posted—alongside advanced reporting dashboards. Supported by a dedicated Workable account manager, the enterprise-wide migration was executed seamlessly, empowering executive leadership with real-time visibility into headcount planning, hiring bottlenecks, and recruitment spend.

Supporting Data and Operational Metrics

To accurately evaluate the impact of Workable on The Beauty Tech Group, it is essential to examine the core metrics governing their talent operations:

Official Responses and Leadership Insights

The success of the Workable implementation is best understood through the perspectives of the professionals managing day-to-day talent operations at The Beauty Tech Group.

David Smith, Talent Acquisition Manager

David Smith emphasizes the importance of structure in high-stakes recruiting environments. Reflecting on the platform’s day-to-day utility, he highlights Workable’s integrated scorecards during prescreening calls:

“It keeps you on track because it means that you’re asking those key questions so that you can provide that information to hiring managers.”

Once screening is complete, hiring managers receive automated alerts, allowing them to review scorecards natively within the system. This eliminates lost emails and communication friction. Summarizing his career-long experience with various recruitment technologies, Smith states unequivocally:

“In the past, I’ve used multiple ATS systems, and for me, Workable is certainly one of the best.”

Rachel Harrison, TA Business Partner (Influencer Marketing)

Rachel Harrison focuses heavily on the operational efficiency required to manage high-volume talent pipelines for the company’s rapidly expanding influencer marketing division. She notes that interview coordination—traditionally a major administrative drain—was revolutionized by Workable’s self-scheduling capabilities:

“With Workable’s self-scheduling system, I save around twenty hours a week.”

By allowing candidates to book directly into pre-vetted calendar slots while automatically reconciling multiple hiring managers’ schedules, the software achieves what would be mathematically impossible via manual coordination.

Furthermore, Harrison highlights how automated candidate messaging protects the organization’s high-end retail positioning:

“Candidate experience is really important to us given the brand that we are, the premium feel that we have, and we want to ensure that candidates in our process are getting that feel… Other ATSs that I’ve used haven’t really had that kind of ability [for seamless automated communication].”

Implications: What This Means for the Future of Beauty Tech

The partnership between The Beauty Tech Group and Workable holds significant implications for both the beauty technology sector and modern corporate talent acquisition.

1. Brand Integrity Extends to Candidate Experience

For consumer-facing luxury and technology brands, the boundary between consumer and candidate is increasingly blurred. Customers applying for jobs are often brand advocates, and vice versa. By utilizing Workable’s polished careers portals and automated touchpoints, The Beauty Tech Group ensures that rejected and hired candidates alike walk away with a positive impression of the corporate culture. This meticulous attention to the candidate journey directly reinforces the luxury positioning the group maintains with elite retail partners like Harrods Beauty.

2. Scaling Through Specialized Functions

Modern businesses rarely grow uniformly; growth is typically driven by hyper-specialized commercial engines. For The Beauty Tech Group, the influencer marketing division acts as a primary growth catalyst. By deploying an ATS capable of handling niche, high-volume recruitment without administrative drag, the organization proved that HR technology can directly accelerate revenue-generating business functions.

3. Future-Proofing for Public Markets

Transitioning from a private entrepreneurial venture to a publicly listed corporation introduces immense administrative pressure. Organizations that fail to institutionalize their HR workflows often experience operational friction, regulatory compliance gaps, and executive misalignment. The Beauty Tech Group’s seamless migration to Workable’s Premier Plan demonstrates how modern enterprise software can act as a stabilizing bridge, providing the transparency, reporting rigor, and governance required by public shareholders.

Conclusion

As The Beauty Tech Group continues to pioneer at-home beauty solutions built on advanced LED, radio frequency, microcurrent, and laser technologies, its internal infrastructure will remain a key pillar of its success. By replacing an ad-hoc, reactive approach with Workable’s unified talent ecosystem, the company has proven that matching technological ambition with elite HR operations is not merely a corporate luxury—it is the foundational prerequisite for global market leadership.