Meet our Team
Through years of recruiting for our own engineering firm, our team has developed unique recruitment processes.
Through years of recruiting for our own engineering firm, our team has developed unique recruitment processes.
We offer our employees compensation and working conditions far exceeding what they could expect in their home country. This creates not only financial security but also a motivating work environment.
Our employees undergo a stringent and thoughtful hiring process. We thoroughly assess their skills to ensure everyone meets our high standards.
Through personality tests and targeted discussions with team members from various areas, we determine if a new employee’s character aligns with our culture. This results in teams that harmonize both professionally and personally.
Regular training promotes the continuous development of our employees. This keeps our teams not only competent but also setting new benchmarks in their projects.
Our employees meet regularly in person to develop a strong team spirit and share experiences. These meetings foster cohesion and create a collective learning environment.
The beginnings and development of notfaroff
The first company of founders Georg and Tim ventured into outsourcing. As an engineering firm in the construction and architecture industry, they were initially skeptical about meeting reliability and quality demands.
“Over time, we got the hang of it. We could distinguish good from bad freelancers. The problem that remained was the unpredictable pricing and availability.”
Simultaneously, a working student from Colombia began working on a project in Hamburg.
The Colombian working student proved to be a remarkable talent.
“He learned German in no time and rose to a leadership position.”
By the end of the year, he’d completed his master’s degree in Germany and wanted to return home.
“We offered him the chance to keep his job and work 100% remotely from Colombia. By then, he was project manager for our largest contract.”
Before the year’s end, we hired our first architect in Colombia with his assistance.
Internal demand kept growing. Skepticism turned into enthusiasm.
“We thought people might cheat us or be poorly trained. The opposite was true.”
Within a year, the team expanded to 11 architects, civil engineers, and geoinformatics specialists.
“It was like a growth spiral. Our prices and quality were unmatched by competitors, and with great margins. We couldn’t hire fast enough to keep up with our growth.”
To meet employee demand, the hiring process was professionalized.
“We received so many applicants for a job posting that we had to devise a preselection process.”
Every potential employee first underwent a personality test. Based on results and the intended position, they were assigned a test project—about 20 hours in scope.
“Imagine that. In Germany, as a young company, we had to chase after mediocre workers to convince them to join us. There, highly trained individuals invest in a 20-hour test project before we’ve even spoken to them.”
By the beginning of the year, almost all operational work of the engineering firm had been moved overseas. Only projects with specific compliance requirements were still handled in the German office.
“The people there are top-trained, cost less than a quarter, have higher work motivation, are less often sick, and we don’t have to beg them to work with us. It’s a no-brainer.”
Notfaroff emerged from the idea of offering this advantage to other companies.
“We already had a perfected recruiting process. Why not make it accessible to other entrepreneurs?”
