We remove geography and infrastructure as constraints on building capability.
Founded in 2016 and headquartered in Tallinn, Estonia. HBN sits between a client's business requirement and the fragmented global infrastructure needed to fulfil it — deciding what is appropriate, arranging it, and holding the commercial relationship.
Asset-light on purpose.
HBN does not need to own offices and legal entities everywhere. It needs access to the right infrastructure and partners wherever a client needs capability. Direct employment where that is best; an employer of record, a BPO, a specialist provider or a local partner where those are.
The consequence is that we have no incentive to steer you towards a particular country. A provider with a delivery centre in one place has a reason to recommend it. We do not.
Our value sits above the infrastructure layer, not in owning it.
Teams operating across Europe, Asia and Africa today. A global network to go further.
People are working today in Estonia, the Philippines, China and Egypt, under a mix of direct HBN employment and appropriate partner structures. That is where we operate now — not a statement about where we can build. Beyond it we work through a senior network across the global delivery industry.
We do not claim infrastructure in every country. When a requirement points somewhere we would need to establish something new, we say so and we price it honestly.
Four commitments.
Start with the requirement
Not a country, not a platform, not a delivery centre. Bring an incomplete problem and we will help define it.
Say what won't work
If a location is wrong, a team size is uneconomic, or the work should stay in-house, we will say so early.
Judge people on the work
Specialist candidates assessed by people who understand the role. Not a keyword match against a job description.
Stay out of the way
The people work for your organisation and under your management. We add governance only where you want it.
The company grew up in investment management technology.
HBN was built around a specific, difficult problem: enabling investment technology firms to deliver complex services globally without owning operations everywhere. That domain is still a specialist practice and still one of the hardest places to hire well.
What changed is our understanding of who has the problem. It turns out that almost any technology or specialist-services company with a commercial opportunity larger than its own footprint faces the same thing.
Investment management technology practice →