"It was immediate, immediate relief. Alex is a seasoned professional with her experience, and so we were getting a lot of knowledge, skills, and experience beyond what the world called for. That's been the game changer for us. That's why we had to hold on to Alex."
— Krista Kirk, Chief People Officer
The Challenge
Krista Kirk, Chief People Officer at the Endocrine Society, faced a critical inflection point coming out of the pandemic. Her organization — a global community of 18,000 members across 119 countries dedicated to advancing hormone research and clinical endocrinology — had operated fully virtual for two years, and the strain was beginning to show.
Staff turnover was rising, and the team was struggling under mounting workloads. At the same time, leadership was eager to push forward, hoping to innovate and deliver new products and services to their members. The organization desperately needed bandwidth relief.
"Coming out of the pandemic, we were a hundred percent virtual for two years. Some people started leaving, and we were having a workload issue. We [were] also in a position where we wanted to start to innovate and provide new products and services to our members."
A recommendation from a business consultant introduced Krista's CEO to BELAY — and the decision to explore virtual staffing would prove transformative for the entire organization.
The Solution
Acting on their consultant's recommendation, the Endocrine Society turned to BELAY to alleviate the pressure on their executive team. They began by hiring an Executive Assistant for the CEO, then quickly expanded to three additional Executive Assistants to support broader leadership — a rapid expansion that reflected just how immediately valuable the model proved.
One of those hired was Alex Hesson, a seasoned professional with 12 years of experience in recruiting. Alex was struck by the rigor of BELAY's vetting process, which used video statements and communication assessments to identify candidates who could hit the ground running.
"When I was going through the recruiting process with BELAY, I thought it was pretty brilliant. The way [BELAY] recruit[s] people, ask[s] for a video statement first to make sure people can present well on camera [and] that we have good email etiquette. I thought that was a great first hoop to jump through."
For Krista, BELAY's focused value proposition meant the Endocrine Society didn't have to think hard about the hiring process. BELAY did the heavy lifting — sourcing, vetting, and matching — so the team could simply onboard talent and get to work.
"Our Client Success Consultant [is] invested in who we are and what we're looking for. It says a lot about the matching ability that [BELAY has]. It's been a game changer for the Endocrine Society."
— Krista Kirk, Chief People OfficerThe Impact
The results were felt immediately. Alex jumped in with initiative and proactivity that exceeded expectations — anticipating Krista's needs, keeping her in the loop, and staying ten steps ahead without ever needing to be prompted.
"It was immediate, immediate relief. Alex is a seasoned professional with her experience, and so we were getting a lot of knowledge, skills, and experience beyond what the world called for. That's been the game changer for us. That's why we had to hold on to Alex."
What began as an executive support role quickly evolved into a deeper strategic partnership. Krista invested time in building a genuine personal connection with Alex — and that relationship paid dividends. Alex developed an almost intuitive sense of how Krista thinks, where she needs support, and what's coming next. She eventually transitioned from BELAY contractor to a full-time Grants Administrator at the Endocrine Society.
The impact rippled across the entire organization. As a $30 million organization with 86 employees serving 18,000 members across the globe, the Endocrine Society had been stretched thin for years. Today, team members regularly ask leadership whether they can bring on a BELAY Virtual Assistant when bandwidth is tight — a clear sign that the model has become embedded in how the organization operates and grows.