To unlock their go-to-market, a strategy was defined focusing on a small number of pre-selected companies, specifically targeting the pharmaceutical industry.

The preliminary analysis showed a very clear pattern: many of these companies were located in the outskirts of Madrid, already had employee transport routes, and shared a common need: to improve talent attraction and retention in less accessible locations. However, they lacked the technology to measure the impact and engagement of these mobility initiatives.

Instead of trying to reach more contacts, a specific meeting point was created for these types of profiles through a private breakfast workshop.

To this end, we featured a speaker specializing in talent acquisition within the pharmaceutical industry, who addressed how location and commuting to the workplace have become a real barrier to attracting talent to certain areas.

The goal was not to present Celering directly, but to get companies to identify the problem from a strategic perspective: when an employee does not want to commute to peripheral areas, the issue is no longer just about talent—it becomes a mobility issue as well.

That is where Celering emerged as the solution.

This format allowed for direct conversations with key stakeholders and helped us begin building relationships with the right accounts.