One of the largest energy companies in the Southern Cone, state-backed, upstream to energy transition. Urudex embedded engineers, procurement specialists, project finance, and HSE coordinators across six project sites.
A multi-year upstream and energy-transition capital programme needed to scale its delivery team faster than the company's internal hiring could move. The roles were specialised and non-negotiable on standard: project engineers, procurement and supply-chain specialists, FP&A analysts for capex control, and HSE coordinators.
Urudex assembled the first cohort in four weeks, vetted, reference-checked, and matched to the programme's site cadence.
The professionals weren't a vendor team parked outside the programme. They were embedded into it.
Project engineers joined the same design reviews and site walk-downs as the company's own staff. Procurement specialists ran tenders and supplier qualification inside the company's systems. The FP&A analysts sat in on monthly capex reviews. The HSE coordinators reported into the programme's safety leadership, not a separate chain.
What started as a single-discipline gap became a coordinated, cross-functional bench. Three years in, the company runs all of its surge staffing for the programme through one partner instead of a dozen agencies, and the people who started on the first site are now leading workstreams on the newest one.
This is what it looks like when staffing stops being a scramble.
Urudex placements are not project-based contractors. They are professionals who join your team, learn your product, and grow with your organization. Some engagements start with one person and become a team of ten. Some start with a defined scope and evolve into something much larger as the relationship builds trust.
The professionals in our network choose this model deliberately. They want long engagements with companies worth working for. They want to go deep, not wide. That's what makes them different from a freelancer marketplace, and it's what makes the quality of their work compound over time.
You're not renting talent. You're building a team.
The first cohort was meant to cover a six-month gap. It became the programme's standing talent bench, 22 professionals across four disciplines, scaling up and down with the project calendar, all through one accountable partner.
Design reviews, site walk-downs, capex reviews, safety briefings. The team ran the programme's cadence, not a parallel one.
Scaling risk, compliance, and finance functions for a regional expansion, embedded, not outsourced.
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