New Marchon Partners’ Expansion to Growing Charlotte Market

September 20, 2016

Boston, MA – Marchon Partners, an owner-operated talent management company providing specialized staffing, direct hire, payroll, and consulting services, announced today a new corporate office in Charlotte, North Carolina set to open on October 3, 2016. This expansion addressed the company’s growing client base with strong ties to the Greater Charlotte Area and desire to cultivate new relationships within the local businesses environment. The company appointed Rob Wingrove, Director of Client Engagement, and Maritza Berger, National Business Development Manager, to lead the initiative.

“Marchon Partners delivers strong results through our client specific solutions and knowledge-driven team,” explains Dan Johnson, Managing Director at Marchon Partners. “We understand Charlotte’s growing economy and our new space allows us to work more closely with clients there. Rob and Maritza’s leadership coupled with our proven track record will add value to our clients’ talent management.”

Rob Wingrove worked for more than 10 years in professional staffing across various industries. He led teams managing every aspect of human capital, including: attraction & sourcing, screening & selection, on-boarding, performance management, compensation management, skills & competence management, consultant career & succession planning. Prior to Marchon Partners, Rob served in leadership roles in some of the largest IT staffing firms in the United States. Maritza Berger served in relationship management roles in staffing and business service organizations. Her diverse experience coupled with experience in southern markets made her a natural choice for this important role.

“I am excited about our expansion in the Charlotte market because it enables us to leverage our strength and experience in new ways,” said Rob Wingrove, Sales Director at Marchon Partners. “As staffing continues to evolve and challenge businesses, we look forward to leading the industry with our team’s ability to identify and retain the best professionals for our clients.”

About Marchon Partners

Marchon Partners, a national, boutique staffing firm, provides professional solutions to transform how businesses and employees succeed together. The company’s consultative approach transcends difficult recruiting problems and delivers sustained performance and measurable value. With more than 50 years of experience helping clients identify and retain the best industry talent, clients trust Marchon Partners and rely on the firm’s expertise.

Charlotte location:

401 North Tryon Street, 10th Floor
Charlotte, NC 28202
Office: +1 704 457 5152

For more information, visit

The Interview: Learn the role and imagine yourself in it


The job cycle’s interview stage parallels the dating stage of a relationship. Couples learn about one another, imagine themselves in a more permanent partnership and address any difficulties that surface. Interviews should excite us like dating because they afford us the opportunity to discover more and hope for future professional opportunities.

In the last post, we addressed the inquiry stage of the job cycle aimed at learning enough about the job to accept an interview. This research convinced you to proceed into the next step of the process. Similarly, in a romantic relationship, after the initial attraction, you gathered information about them that compelled you to go on a date. Unlike a blind date, few employers offer blind interviews!

As you begin the interview process, remember the learning really begins now. When you date, you come to understand a person’s habits, mannerisms and quirks. During the interview, human qualities play out in a professional context; these qualities help you make a decision about moving ahead. While on interviews, you should seek out information on your prospective role, team and company.

First, you need to learn the role beyond the job description. What other things about this opportunity peak your interest? How do you want to shape the role for yourself with your unique experiences and talents? What responsibilities should the ideal candidate devote most of their time to? How can the candidate who fills this role contribute in the most meaningful way and drive results in the company? You can leverage the manger’s answers to assess your fit for the role. Remember, most job descriptions do not tell the whole story about a job. The interview allows you to peel back every layer and understand more about the role.

Second, your teammates matter at work. Hopefully, you meet them during the interview process. I would specifically ask to if not presented with the opportunity. On the team, you need to know what is the day-to-day dynamic like? Who do you report to? Who do you collaborate with to fulfill your duties? This practical information forms a clearer picture of the role; however, besides the nitty gritty stuff, you need to understand yourself to make a good decision. What does that mean? You must know what you need from teammates to succeed.

A few years ago, my team completed a DISC Training. We each took an hour long questionnaire prior to working with a team building instructor. The questions asked us about different human situations and how we would respond. From those answers, the test gauged how we thought and what kind of support we needed as individuals. After the exercise, we understood one another in ways that enhanced our collaboration. While you do not have the opportunity to do a DISC-like program with your prospective colleagues, look for triggers that may indicate how you might work together. How do you interact? Can you enjoy each person’s company for at least 40 hours each week? I think of a common adage that says, “you’re qualified if you have the interview. The interview measures your relatability and how much they like you, as a person.” As the hiring manager makes a decision about you as a candidate, you make a decision about them.

Last, you need to consider the company. What fuels their office culture? Why do their employees get up each day and go to work? How might you fit within and shape that culture in your new role? Answering these questions help you access what we call the “cultural fit.” People often overcomplicate these words when thinking about the application process. These three questions can guide you as you think about the prospective company.

In dating, each partner looks for telltale signs. They find things they like and things they wish were different. In your interview process, keep your mind open to discover more about the role and ask yourself if you can commit to it either as a contractor or full-time employee.

Top News This Week


How to work smart and avoid burning out

Isvari Mohan crafts a scheduled work day including an open door period, breaks to refocus and intentional project based time. I most admired her dedication to one task at a time and setting blocks aside for meditation and reflection. I try to do this late in the afternoon and it makes a difference for me as the late day slump sets in.

After work, I want to begin to avoid screens 30 minutes before bed, work out after work and establish a more consistent bed time.


Multitasking millennials are costing us billions

Millennial work habits lose $450 billion annually, according to new research from Bryan College. Wow. What can we do to stop this? The author proposes that we cut the work week down to 32 hours. I don’t agree with that but I do think we can better prioritize in the office. I try my best to address things as they come. When I let them linger, they don’t get done in a timely manner. What is your experience with a multi-tasking procrastinator?


Ex-employees say Wahlburgers violated labor laws

The Wahlberg Family finds themselves in the news this week over a labor dispute at their burger restaurant. We don’t know the facts of this case or what really happened; however, as professionals, we can learn from this story. First, employees and employers must understand the expectations around a job. In the story, a tip jar comes into play because employees did not receive money they thought belonged to them. At McDonald’s you cannot tip at most restaurants; instead, you can donate money to the Ronald McDonald House for Kids. Employees know this and do not worry about any tip jar at work. Clear expectations improve the experience. Second, labor law complicates everybody. If you don’t know, ask a staffing professional. We work with employers, consultants and full time employees all day long. Leverage our experience as you navigate your career.


Retailers cry ‘foul’ as Amazon skirts Sunday overtime to Massachusetts workers

More rules and regulations to think about with this one. Amazon continues to claim exemption from the blue laws in the Commonwealth of Massachusetts. Why? They want to avoid paying overtime rates. Similar to the last article’s morale, if you don’t know, ask.


Does Mass. have the best economy of any state?

Good news for us in the Commonwealth of Massachusetts! Research suggests that we share in the most prosperous economy in the United States. We know from the last year of news that world-class firms like GE want to come here. The best students want to study here. You should want to be here! We live in a very exciting times for our city and our commonwealth.


What stories did you see in the last week?

Job Inquiry 101: Can work lessons lie in relationships?

Portrait Of Loving African American Couple In Countryside

Portrait Of Loving African American Couple In Countryside

As you move through the professional job cycle, do you compare it to romantic, personal relationships? Whether you personally begin a relationship, watch other people or see it on the big screen, the parallels should give you pause. In our next few blogs, I want to help you understand the hiring process better from a common human experience.

When we begin a job search, the decision to submit yourself as a candidate demands the same knowledge, confidence and vulnerability as asking someone out on date. The old expression “there are many fish in the sea” certainly applies to jobs; however, the best professionals distinguish quickly those that suit them and pursue them relentlessly.

How do you meet someone who you might romantically pursue? I think of long friendships that evolve over time, instant sparks flying across the bar room, friends who make introductions. Professionally, we find the best jobs in a number of ways too. Recruiters call us, algorithms place a job advertisement on our social network feeds or a colleague calls with an awesome opportunity that reminded them of us (the latter certainly makes me feel the best!). Regardless of how it comes your way, something peaks your interest and you read on.

As someone who works at a staffing firm, I’d like to offer you a brief insight into the recruiter-candidate relationship: when a recruiter calls you, they know you typically from an online profile or a referral. Two lessons here for everyone: first, your online profile should accurately reflect you and your intensions. If you do not want calls from recruiters, do not post that you are “actively looking.” Similarly, if you either play down or up your skill set, you waste your time with calls about inapplicable work. Second, the best staffing firms use referrals. Referrals stem from good, long term relationship with your peers. Firms that use referrals want you to thrive beyond your next role and, if someone referred you, some part of you sticks out as a match for the role.

Beyond the first attraction, we need to make informed decisions about relationships and work. In the job search, you need to asses three things: your credentials in light of the role, the location for your commute and the company culture.

First, before you do anything, read the job description and ask yourself, “am I qualified and does this reflect what I want to do?” I recommend a highlighter exercise. Take a green, red and yellow highlighter and look at a job description. Green represents things you do with confidence, red represents things you cannot do and yellow represents things you can learn on the job with your current experience. This helps to visualize the role in light of your skills. Second, location matters overtime in a role. Are you able to commute in a reasonable time each day? Would you move closer to the location, if not? Can you meet the cost of commuting? These practical considerations should be addressed in your mind up front before you waste time on an interview process. Last, company culture is the most difficult to discern prior to the interview process. You can use research tools to gain insight into an organization. Ultimately, you want to know, “What is it like here and how would I fit in?”

After you initially learn about the role, you make the decision to apply for the role and submit yourself as a candidate. This means offering your credentials, references, time for interviews and anything else the employer may want. In asking someone out, you choose after learning enough about them to satisfy your curiosity to put yourself out there. This bold and courageous step should be admired even if you don’t get the interview or the date.

In the office, we need to be courageous in our meetings, discussion and desk work. Companies only benefit from a free exchange of ideas among employees. Applying for a position expresses courage and a willingness to be critically evaluated.

While you certainly will learn more and more during the interview process, doing your homework will help you understand your attraction to a role, enable you to speak more completely about yourself in light of the job description and save you lots of time if you don’t fit the company.

Look out for our next blog on the interview process.

Breakfast with the Interns


I want to address something many people working in urban centers with lots of university students encounter: interns. You may know some after your own stint as a young starving étudient. They come to work with and learn about the professional world for a brief time before they set out on their own careers as young professionals. In this brief reflection, I ask for some creative liberty in comparing internships to a beautiful omelet and explain how to cultivate mutually beneficial relationships through internships.

Before I begin my breakfast analogy, remember that internships mattered to you in your young professional career. During my time at Boston University, I held a number of different part time jobs to pay for school: sailing coach, ice hockey referee, baseball umpire, radio station street teamer, etc. In each role, I learned new skills but none taught me the business skills my internships at Intralinks and Marchon Partners instilled. My managers played the greatest role in my development by rewarding good initiative, challenging those areas I needed improvement (including falling asleep in an important meeting! Yes, it happened) and encouraging me.

Internships present an opportunity to help someone mature in their career and, believe it or not, in our own too! For some, working with an intern allows them to cultivate strong managerial skills in a low pressure environment. You can learn how to balance workloads, offer critical feedback and manage a team for the first time. This should excite everyone!

Now to the most important part of the blog, the meal. First, when you meet an intern, think of an egg sitting in your perfectly sterile, clean and cool refrigerator. This egg came from a locally grown farm where it grew under the close watch of a mother hen and the farm team. For your intern, they may only know a similarly incubated, protected classroom. They take notes and repeat whatever ideas their professor spits out at them. In your business, if you hope to maximize their experience, you need to transform this raw egg into something unique and delicious.

To manage the raw egg, you need to crack the shell and find the core yoke. In professional settings, we seldom think of “cracking” an employee as a good thing! Usually this comes from working long, strenuous hours in an unhealthy setting. In your intern’s case, you want to gently crack the shell on the edge of a bowl, removing the yoke without the shell fragments. This delicate process means orienting the student to the customs and rhythm of your work. It means welcoming them with hopes that they feel empowered to contribute meaningful work every day. These small gestures allow you to reach their core and begin to transform their professional outlook for the better!

This transformation takes place in a cooking process. You cannot cook an egg by itself! You need to add butter and pepper to the pan and beat water and milk with the yoke to prepare a proper batter. At work, interns should experience different areas of your company to understand the larger business. Working in other areas and exposure to other raw materials might not make sense to them at first; but we know from our own experience, the more we expose ourselves to other areas of the company, the better prepared we are to serve. Introduce your intern to as much as you can.

After this initial exposure, you need to turn the heat up. Interns can’t sit as raw batter forever. Throw them in the pan, turn the heat up and watch them take shape. To draw further comparison between the cook and manager, as cooks cannot abandon the eggs in the pan, managers cannot abandon interns! Eggs burn and become inedible without attention! Chefs need to move them around, turn them and plate them after they cook. Managers need to stay close to their interns, watch, offer strong, critical feedback and adjust to their needs. As a first-time manager, interns allow less senior full time employees to develop these skills for later in their careers. The cooking process makes great results when given proper attention.

Last counsel to remember as the internship concludes: you need to plate the “omelet” and present it to the world. As a manager, encourage your intern in his or her development. Consider endorsing them on LinkedIn and offering a letter of recommendation. Refer them if you hear of other opportunities in the future. Maintain an intentional relationship with them beyond the internship. Grab coffee. Talk about the changes in your field. You never know when you need to rely on one another.

Internships present an exciting opportunity. Get engaged and see for yourself. What advice would you add to my thoughts?

Mission Impossible?

Final LogoWe recently affirmed our company’s mission statement at an all hands meeting. Our employees valued this short expression of who we are as a company and went so far as to clamor for it to hang in a visible place at work. Why does t he mission matter?

Missions help us press on at work tying together the best and worst parts of our jobs into a beautiful tapestry. In many galleries, woven tapestries tell great stories of the past. In Bayeux, France, the town’s world renowned cloth measures more than 230 feet and depicts the great Battle of Hastings. In this grand work of art, we see victory and defeat, life and death. Similarly, in a week at the office, we see the mega deal close while someone else seems frustrated with a failed effort. Missions help propel progress forward and renew those struggling. No matter the sentiment at work, missions fuel the work that forms tomorrow’s great story.

Although you share my grand hope for mission statements, we know some might seem cliché, distantly conceived in the board room or irrelevant. We hope ours beats across the heart of the company:

“Our value driven approach to staffing transforms how businesses and employees succeed together. We believe hard work in a balanced professional environment affords everyone the opportunity to thrive.”

Let me explain each element:

Value drives our company in two ways: first, we want to improve the bottom line for our clients and members of our team. On the client side, we pride ourselves on our ability to save you money through our efficient staffing solutions. Relative to our competitors, we provide more value through our unique process. For our employees, we want to enhance their career and help them realize their professional goals, which, by the way, may lie beyond Marchon Partners. We help our consultants find strong roles with the clients they work with on site and beyond. We help people excel and develop long term relationships.

Second, values, that is our commitment to ethical practices, informs every decision we make. Two examples of abuse in our industry we avoid: in our employee relations, we treat our internal and external employees the same. Our benefits do not change around where you report to work. Another example flows from our consultative approach. Many staffing firms focus on solutions that immediately generate revenue. At Marchon Partners, we learn about your needs and culture to propose tailored solutions for you, no one else. We neither recruit nor manager any two accounts the same because each client brings very different needs.

In every business venture, we believe that we can and should succeed together. When our consultant lands a great role at a new firm, we gain an opportunity to continue our relationship in a new setting. When a client saves energy and resources finding great people for their new wave of growth, we work together to ensure the next round of hiring builds on their culture and business needs. Business hinges on a great inter-dependability that we facilitate through our relationships.

We cultivate relationships and results through hard work. Nothing we discussed above matters without hard work. That said, Marchon Partners recognizes that balance lends to the best professional results. Finally, returning to the theme of inter-dependability, our professional environment must provide everyone the opportunity to thrive. Often people measure themselves with the word “success.” We challenge everyone to advance that mark. We hope our employees and client succeed by achieving their goals, sure; but we work tirelessly to help them think beyond what they dreamed for their talent resources. They can then innovate new, creative solutions to address any challenge.

Celebrate ONE Boston Day

Mayor Martin J. Walsh of the City of Boston announced his intent to permanently mark today, 15 April, as One Boston Day to commemorate the attacks at the 2013 Boston Marathon. The Mayor described his desire as ” an opportunity to recognize the good in our community and reflect on the spirit of grace and resilience of the people of Boston that was exemplified in the response to the loss and the tragedies of April 15, 2013. The new tradition will put a mark on a day honoring the strength of our city, its people and their acts of goodness toward one another.”

As a Boston-based firm, Marchon Partners would like to devote today’s post to the victims of the Marathon Bombing, first responders and those who helped them that day. Your bravery and courage inspire us both professionally and personally. Thank you for your example.