HR Email List Reaching HR experts in charge of hiring, benefits, and workforce strategy can be difficult, particularly in the B2B scene. Featuring more than 324,120 verified HR contacts, including managers, directors, talent heads, and recruiters across industries, Prospect Wallet provides a dependable and well-segmented HR Email List. With complete GDPR, CCPA, and CANSPAM compliance, our human resources manager database is ethically gathered fr

Data Collection

Because titles vary widely across local governments our researchers call 22,000 counties, cities, and towns every 180 days to learn who is currently in the role and what their title is. It's common for officials to be responsible for multiple roles especially in smaller local governments. Because the data is phone verified MarketEdge's contact data achieves 97% accuracy.

Overview

The Head of Human Resources makes decisions around the recruitment and hiring of employees along with their subsequent training and development.

Responsibilities To qualify as the Head of Human Resources the person must perform one or more of the following primary responsibilities: - Recruit and help to hire new employees - Arrange for the training and development of employees - Develop and administer the local government’s employment policies - Administer employee recognition programs - Ensure safe working conditions for the local government’s employees

Reporting Structure and Occurrence - In many governments (especially smaller ones), the HR function will be performed by a single person. This person may or may not have other responsibilities in addition to the responsibilities listed above. NOTE: This person could “sit” within groups or departments that don’t seem like HR. For example, the Head of HR could be: - Within the finance function, or even the same person who is the head of finance - Within the clerk function, or even the same person who is the head clerk - Within the office of the top appointed official, or even the same person who is the top appointed official

Titles You Might Expect - Human Resources Director - Human Resources Manager - HR Director - Director of Human Resources - HR Manager - Human Resources Officer - Personnel Director - Human Resources Coordinator - Human Resource Director - Human Resources Administrator

Surprising Titles - City Clerk - City Administrator - City Manager - Town Clerk - City Clerk/Treasurer - Town Manager - Mayor - Town Clerk/Treasurer - Town Administrator - City Secretary

In 2023, there were approximately ******* human resources managers in the United States. This was an increase of almost ****** compared to 2022. In the same year, human resources managers in the United States earned on average roughly ** U.S. dollars per hour.

Singapore HR Email List Home to more than 84,120 HR professionals across industries, including technology, finance, healthcare, logistics, and real estate, Singapore is one of Asia's top business centers. Decision-makers, HR directors, talent acquisition leads, payroll specialists, learning & development managers, and more are accessible through our Singapore HR Email List.

Regularly updated to guarantee 100% precision, 98% deliverability

Success.ai’s B2B Contact Data for Human Resources Professionals Worldwide empowers businesses to connect with HR leaders across the globe. With access to over 170 million verified professional profiles, this dataset includes critical contact information for key HR decision-makers in various industries. Whether you’re targeting HR directors, talent acquisition specialists, or employee relations managers, Success.ai ensures accurate and effective outreach.

Why Choose Success.ai’s HR Professionals Data?

1. Comprehensive Contact Information:
2. Access verified work emails, direct phone numbers, and LinkedIn profiles for HR leaders worldwide.

3. Data accuracy is backed by AI validation to ensure 99% reliability.

4. Global Reach Across HR Functions:

5. Includes profiles of HR directors, recruiters, payroll specialists, and training managers.

6. Covers regions such as North America, Europe, Asia-Pacific, South America, and the Middle East.

7. Continuously Updated Datasets:

8. Real-time updates provide the latest information about HR professionals in decision-making roles.

9. Ethical and Compliant:

10. Adheres to GDPR, CCPA, and other global privacy regulations for ethical use of data.

Data Highlights: - 170M+ Verified Professional Profiles: Includes HR professionals from diverse industries. - 50M Work Emails: Verified and AI-validated for seamless communication. - 30M Company Profiles: Rich insights to support detailed targeting. - 700M Global Professional Profiles: Enriched data for broad business objectives.

Key Features of the Dataset:

• HR Decision-Maker Profiles: Identify and connect with HR professionals at all levels, including C-suite HR leaders.
• Advanced Filters for Precision Targeting: Filter by industry, company size, location, and specific HR roles for precise results.
• AI-Driven Enrichment: Profiles enriched with actionable data for personalized engagement.

Strategic Use Cases:

1. Recruitment Solutions and HR Services:
2. Offer your HR technology, software, or services directly to decision-makers.

3. Build relationships with professionals managing recruitment, payroll, or employee engagement.

4. Corporate Training and Development:

5. Reach training managers to promote learning solutions, workshops, and skill-building programs.

6. Showcase personalized employee development initiatives.

7. Targeted Marketing Campaigns:

8. Design campaigns to promote HR-focused tools, resources, or consultancy services.

9. Leverage verified contact data for higher engagement and conversions.

10. HR Tech Solutions:

11. Present HR software, automation tools, or cloud solutions to relevant decision-makers.

12. Target professionals managing HR digital transformation.

Why Choose Success.ai?

1. Best Price Guarantee: Enjoy premium-quality datasets at competitive pricing.
2. Seamless Integration: Integrate data into your CRM using APIs or download datasets in preferred formats.
3. Data Accuracy with AI Validation: Confidence in 99% accuracy for all profiles included in the dataset.
4. Customizable and Scalable Solutions: Tailor data to your specific industry or HR role requirements.

APIs for Enhanced Functionality

1. Data Enrichment API: Enrich existing records with verified HR contact data.
2. Lead Generation API: Automate lead generation for HR-specific campaigns and initiatives.

Leverage B2B Contact Data for Human Resources Professionals Worldwide to connect with HR leaders and decision-makers in your target market. Success.ai offers verified work emails, phone numbers, and continuously updated profiles to ensure effective outreach and impactful communication.

With AI-validated accuracy and a Best Price Guarantee, Success.ai provides the ultimate solution for accessing and engaging global HR professionals. Contact us now to elevate your business strategy with precise and reliable data!

No one beats us on price. Period.

Graph and download economic data for Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over: Men (LEU0254579200A) from 2000 to 2024 about human resources, management, occupation, full-time, males, salaries, workers, 16 years +, wages, employment, and USA.

United States - Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over was 299.00000 Thous. of Persons in January of 2024, according to the United States Federal Reserve. Historically, United States - Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over reached a record high of 324.00000 in January of 2023 and a record low of 207.00000 in January of 2011. Trading Economics provides the current actual value, an historical data chart and related indicators for United States - Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over - last updated from the United States Federal Reserve on August of 2025.

Graph and download economic data for Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over: Women (LEU0254686000A) from 2000 to 2024 about human resources, management, occupation, females, full-time, salaries, workers, 16 years +, wages, employment, and USA.

In 2024, the top way in which HR departments used artificial intelligence (AI) in supporting performance management was to assist managers in providing more comprehensive or actionable feedback to their employees. Almost ** percent of HR professionals said this was the case within their department. Bottom of the list was to identify potential areas of bias within performance evaluations, where only **** percent of respondents gave this as their answer.

Oscar-Winning Directors Analysis

Examining Gender, Race and Director Trends from 1930-2019

By Priyanka Dobhal [source]

About this dataset

This dataset collects information on the Academy Award for Best Director winners from 1930 to 2019, and provides insight into the gender and racial disparity of filmmaking over time. It includes the winner's name, their respective award year, race, gender, nominated/winning film title, and the filmmakers' names. By looking at this data it is possible to identify emerging trends in cinema- such as who is dominating in terms of awards recognition- and consider how much progress has been made when it comes to equal opportunity within Hollywood. Examining Oscar winning directors over time can tell us a lot about its impact on systemic issues in our society as diversity increases among winners. To deepen our understanding of this award’s significance it is necessary to consider all factors included; from awarded directors’ gender to what kind of films are being supported by these awards annually. So come explore with us! Let's take an analysis deep dive into almost nine decades worth of cinematic history - starting from 1930 - and see who won big at the Academy Awards…

More Datasets

For more datasets, click here.

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How to use the dataset

This dataset is the perfect resource for anyone looking to conduct an analysis of the Academy Award for Best Director winners from 1930 to 2019. It contains information on the year, gender, race, director(s), film and nomination/winner of each winner.

By using this dataset, you can gain insight into trends in Oscar winning directors over time. For example, you can compare the number of nominees between different years or examine differences in representation of gender and race among directors who have won Oscars over time. Additionally, you can use this data to explore the films that have received an Oscar for best director – which films were most successful from a narrative perspective? Or analyze which films used unique filming techniques or visual designs? Finally, this dataset also makes it possible to conduct more targeted analyses by identifying patterns across multiple aspects such as furthering social issues that are depicted in film through positive filmmaking - such as LGBTQ representation.

To start exploring with this dataset:

2) Open your favorite spreadsheet program ('Microsoft Excel', 'Libre Office', etc.)

3) Load csv file with' File —> Open' command

4) Review column headers and values contained within each row

5) Start creating charts and graphs (pie charts barplots etc.) that show trends over time according to your needs

6) Take notes while analyzing datasets

7) Publish your findings online if desired

The possibilities are endless! If you’d like additional guidance or tips on how to effectively use this data set please subscribe our newsletter at oscarwinningdirectorsanalysisgmail.com

Research Ideas

• Analyzing gender and racial disparity in the Academy award for Best Director across different years.
• Investigating if the age of directors has an effect on what film they create and how successful it is at winning an Oscar for Best Director.
• Crafting a recommendation system to recommend movies based on a director's previous Oscar-winning work or even pair users with film recommendations that have similar director/genre preference in order to discover new titles they may enjoy watching

Acknowledgements

If you use this dataset in your research, please credit the original authors. Data Source

License

See the dataset description for more information.

Columns

File: Oscar Winners - Director.csv | Column name | Description | |:----------------------|:--------------------------------------------------------------| | Year | The year in which the award was given. (Integer) | | Gender | The gender of the director. (String) | | Race | The race of the director. (String) | | Director(s) | The name of the director(s). (String) | | Film | The title of the film that won the award. (String) | | Nomination/Winner | Whether the director was nominated or won the award. (String) |

Acknowledgements

If you use this dataset in your research, please credit the original authors. If you use this dataset in your research, please credit Priyanka Dobhal.

This dataset captures the quarterly investment holdings of institutional investment managers and maps the ownership structure of public firms. These Schedule 13F reports are submitted to the Securities and Exchange Commission quarterly by all institutional investment managers with at least $100 million in assets under management. Most academic research examining the common ownership of corporations and the portfolio holdings of large investment managers is based on proprietary commercial databases. This hinders the replication of prior work due to unequal access to these subscriptions and because the data manipulation steps in commercial databases are often opaque. To overcome these limitations, the presented dataset is created from the original regulatory filings; it is updated daily and includes all information reported by investment managers without alteration. Daily updates: https://dx.doi.org/10.34740/kaggle/ds/2973565

United States - Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over: Men was 86.00000 Thous. of Persons in January of 2024, according to the United States Federal Reserve. Historically, United States - Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over: Men reached a record high of 100.00000 in January of 2009 and a record low of 49.00000 in January of 2021. Trading Economics provides the current actual value, an historical data chart and related indicators for United States - Employed full time: Wage and salary workers: Human resources managers occupations: 16 years and over: Men - last updated from the United States Federal Reserve on August of 2025.

Transforming productivity and growth are central concerns of governments and other stakeholders in the advanced nations. Supporting employees to innovate is a key theme in discussions of the role of the workplace in improving productivity, articulated in the UK Government Industrial Strategy (HM Government 2017) and as a theme for researchers exploring performance-enhancing HR strategies (Shipton 2017) and workplace innovation practices (Findlay et al. 2016a). Choices around management practices are central to how employees’ experience work; and this research proposes that the interaction of workplace and job design practices create or limit innovative work climates that in turn impact on employees’ engagement and capacity to innovate, a core driver of productivity improvement. This research centres on the need to better theorise, understand and measure how workplace practices are selected and shape employee responses (behaviours and attitudes), and how these deliver outcomes of value to businesses, employees and society. Better conceptual framing, analysis and evidence are crucial to influencing business and to designing interventions that support the adoption of better business practices and improved innovation outcomes. The core research thesis is that business characteristics and management practices associated with workplace innovation – such as decentralised organisational structures, wider information sharing, supporting enterprising behaviours, and HR practices that reward creativity and bounded risk-taking – can help develop resource-rich jobs and innovative work climates associated with higher work engagement and innovative work behaviours. The research adopts an innovative, multi-disciplinary approach to exploring the relationships between (a) factors shaping management support for workplace practices that contribute to an innovative work climate, (b) workplace practices and job design features (job demands and resources) that enable or constrain employee innovation, (c) employees’ work engagement, and (d) employee wellbeing, innovative work behaviours and employee-driven innovation outcomes that enhance productivity. The dataset contains survey data collected from 3665 employees and managers in 30 medium or large-sized businesses in the UK, 126 transcripts from interviews with members of senior management (CEO, HR Director, Operations Director) and productivity data from each business covering the period 2016-2021. Data was collected between 2019 and 2022 although case studies were generally completed within a few months.

Graph and download economic data for Employed full time: Median usual weekly nominal earnings (second quartile): Wage and salary workers: Human resources managers occupations: 16 years and over: Men (LEU0254632600A) from 2000 to 2024 about human resources, management, second quartile, occupation, full-time, males, salaries, workers, earnings, 16 years +, wages, median, employment, and USA.

This study thoroughly examines the role of human resource managers in shaping decision-making within the manufacturing sector in Ethiopia. Employing a mixed-methods research design, data were gathered from 282 human resource directors using structured questionnaires and supplemented by 24 in-depth interviews. The quantitative analysis involved the use of descriptive statistics, the Kruskal-Wallis test, and the Mann-Whitney U test to explore orientations and differences across sectors, while qualitative data were analyzed using thematic analysis to capture the nuanced perspectives of Human Resource (HR) managers. The findings reveal a widespread recognition of HR as a strategic asset, with the majority of respondents advocating for greater integration of HR into organizational strategic planning. Nevertheless, the study uncovered significant sectoral disparities in the degree of HR managers’ involvement in strategic decision-making. Notably, the textile and clothing industries reported higher levels of HR representation in strategic discussions compared to the chemical and pharmaceutical sectors, where HR’s role was less pronounced. Additionally, the research identifies a critical gap in the formalization of HR strategies, with many organizations lacking documented, comprehensive HR plans. This absence of formalized HR frameworks limits the strategic potential of HR departments, restricting their ability to contribute effectively to organizational performance. The study underscores the critical need for bridging the gap between strategic intent and actionable HR practices is crucial for achieving sustained competitive advantage in the manufacturing sector.

Abstract

The dashboard project collects new data in each country using three new instruments: a School Survey, a Policy Survey, and a Survey of Public Officials. Data collection involves school visits, classroom observations, legislative reviews, teacher and student assessments, and interviews with teachers, principals, and public officials. In addition, the project draws on some existing data sources to complement the new data it collects. A major objective of the GEPD project was to develop focused, cost-effective instruments and data-collection procedures, so that the dashboard can be inexpensive enough to be applied (and re-applied) in many countries. The team achieved this by streamlining and simplifying existing instruments, and thereby reducing the time required for data collection and training of enumerators.

Geographic coverage

National

Analysis unit

Schools, teachers, students, public officials

Kind of data

Sample survey data [ssd]

Sampling procedure

The aim of the Global Education Policy Dashboard school survey is to produce nationally representative estimates, which will be able to detect changes in the indicators over time at a minimum power of 80% and with a 0.05 significance level. We also wish to detect differences by urban/rural location.

For our school survey, we will employ a two-stage random sample design, where in the first stage a sample of typically around 200 schools, based on local conditions, is drawn, chosen in advance by the Bank staff. In the second stage, a sample of teachers and students will be drawn to answer questions from our survey modules, chosen in the field. A total of 10 teachers will be sampled for absenteeism. Five teachers will be interviewed and given a content knowledge exam. Three 1st grade students will be assessed at random, and a classroom of 4th grade students will be assessed at random. Stratification will be based on the school’s urban/rural classification and based on region. When stratifying by region, we will work with our partners within the country to make sure we include all relevant geographical divisions.

For our Survey of Public Officials, we will sample a total of 200 public officials. Roughly 60 officials are typically surveyed at the federal level, while 140 officials will be surveyed at the regional/district level. For selection of officials at the regional and district level, we will employ a cluster sampling strategy, where roughly 10 regional offices (or whatever the secondary administrative unit is called) are chosen at random from among the regions in which schools were sampled. Then among these 10 regions, we also typically select around 10 districts (tertiary administrative level units) from among the districts in which schools werer sampled. The result of this sampling approach is that for 10 clusters we will have links from the school to the district office to the regional office to the central office. Within the regions/districts, five or six officials will be sampled, including the head of organization, HR director, two division directors from finance and planning, and one or two randomly selected professional employees among the finance, planning, and one other service related department chosen at random. At the federal level, we will interview the HR director, finance director, planning director, and three randomly selected service focused departments. In addition to the directors of each of these departments, a sample of 9 professional employees will be chosen in each department at random on the day of the interview.

Sampling deviation

Overall, we draw a sample of 300 public schools from each of the regions of Ethiopia. As a comparison to the total number of schools in Ethiopia, this consistutes an approximately 1% sample. Because of the large size of the country, and because there can be very large distances between Woredas within the same region, we chose a cluster sampling approach. In this approach, 100 Woredas were chosen with probability proportional to 4th grade size. Then within each Woreda two rural and one urban school were chosen with probability proportional to 4th grade size.

Because of conflict in the Tigray region, an initial set of 12 schools that were selected had to be trimmed to 6 schools in Tigray. These six schools were then distributed to other regions in Ethiopia.

Mode of data collection

Computer Assisted Personal Interview [capi]

Research instrument

The dashboard project collects new data in each country using three new instruments: a School Survey, a Policy Survey, and a Survey of Public Officials. Data collection involves school visits, classroom observations, legislative reviews, teacher and student assessments, and interviews with teachers, principals, and public officials. In addition, the project draws on some existing data sources to complement the new data it collects. A major objective of the GEPD project was to develop focused, cost-effective instruments and data-collection procedures, so that the dashboard can be inexpensive enough to be applied (and re-applied) in many countries. The team achieved this by streamlining and simplifying existing instruments, and thereby reducing the time required for data collection and training of enumerators.

More information pertaining to each of the three instruments can be found below:

• School Survey: The School Survey collects data primarily on practices (the quality of service delivery in schools), but also on some de facto policy indicators. It consists of streamlined versions of existing instruments—including Service Delivery Surveys on teachers and inputs/infrastructure, Teach on pedagogical practice, Global Early Child Development Database (GECDD) on school readiness of young children, and the Development World Management Survey (DWMS) on management quality—together with new questions to fill gaps in those instruments. Though the number of modules is similar to the full version of the Service Delivery Indicators (SDI) Survey, the number of items and the complexity of the questions within each module is significantly lower. The School Survey includes 8 short modules: School Information, Teacher Presence, Teacher Survey, Classroom Observation, Teacher Assessment, Early Learner Direct Assessment, School Management Survey, and 4th-grade Student Assessment. For a team of two enumerators, it takes on average about 4 hours to collect all information in a given school. For more information, refer to the Frequently Asked Questions.

• Policy Survey: The Policy Survey collects information to feed into the policy de jure indicators. This survey is filled out by key informants in each country, drawing on their knowledge to identify key elements of the policy framework (as in the SABER approach to policy-data collection that the Bank has used over the past 7 years). The survey includes questions on policies related to teachers, school management, inputs and infrastructure, and learners. In total, there are 52 questions in the survey as of June 2020. The key informant is expected to spend 2-3 days gathering and analyzing the relavant information to answer the survey questions.

• Survey of Public Officials: The Survey of Public Officials collects information about the capacity and orientation of the bureaucracy, as well as political factors affecting education outcomes. This survey is a streamlined and education-focused version of the civil-servant surveys that the Bureaucracy Lab (a joint initiative of the Governance Global Practice and the Development Impact Evaluation unit of the World Bank) has implemented in several countries. The survey includes questions about technical and leadership skills, work environment, stakeholder engagement, impartial decision-making, and attitudes and behaviors. The survey takes 30-45 minutes per public official and is used to interview Ministry of Education officials working at the central, regional, and district levels in each country.

Sampling error estimates

The aim of the Global Education Policy Dashboard school survey is to produce nationally representative estimates, which will be able to detect changes in the indicators over time at a minimum power of 80% and with a 0.05 significance level.

Success.ai’s Event Data for Event Planning & Hospitality Professionals Worldwide delivers a comprehensive dataset tailored to help businesses connect with professionals in the global event planning and hospitality industries. Covering event organizers, venue managers, hospitality executives, and event service providers, this dataset provides verified contact details, business insights, and professional histories.

With access to over 700 million verified global profiles, Success.ai ensures your outreach, marketing, and partnership strategies are powered by accurate, continuously updated, and AI-validated data. Backed by our Best Price Guarantee, this solution enables you to thrive in the competitive event and hospitality sectors.

Why Choose Success.ai’s Event Data?

1. Verified Contact Data for Precision Outreach

   • Access verified work emails, phone numbers, and LinkedIn profiles of event planners, hospitality managers, and venue executives.
   • AI-driven validation ensures 99% accuracy, reducing bounce rates and improving communication effectiveness.

2. Comprehensive Global Coverage

   • Includes profiles of professionals from major event and hospitality hubs such as North America, Europe, Asia-Pacific, and the Middle East.
   • Gain insights into regional trends in event management, venue selection, and hospitality services.

3. Continuously Updated Datasets

   • Real-time updates capture changes in leadership roles, event service offerings, and market dynamics.
   • Stay aligned with evolving industry needs and emerging opportunities.

4. Ethical and Compliant

   • Fully adheres to GDPR, CCPA, and other global data privacy regulations, ensuring responsible and lawful data usage for business initiatives.

Data Highlights

• 700M+ Verified Global Profiles: Connect with event planners, hospitality professionals, and service providers worldwide.
• Leadership and Professional Histories: Access detailed career insights, certifications, and areas of expertise for industry professionals.
• Business Insights: Gain visibility into venue details, event service providers, and organizational structures.
• Regional and Industry Trends: Understand global trends in event planning, hospitality services, and customer engagement.

Key Features of the Dataset:

1. Professional Profiles in Event Planning and Hospitality

   • Identify and connect with event organizers, hospitality managers, and venue directors responsible for event coordination and guest experiences.
   • Target professionals managing large-scale events, corporate gatherings, weddings, and hospitality services.

2. Advanced Filters for Precision Targeting

   • Filter professionals by industry focus (corporate events, luxury hospitality, trade shows), geographic location, or job function.
   • Tailor campaigns to align with specific event categories, audience needs, and service offerings.

3. Event and Venue Data Insights

   • Access data on event trends, venue capacities, and service specializations to refine your strategies.
   • Leverage these insights to align offerings with industry demand and client expectations.

4. AI-Driven Enrichment

   • Profiles enriched with actionable data allow for personalized messaging, highlight unique value propositions, and improve engagement outcomes.

Strategic Use Cases:

1. Marketing and Lead Generation

   • Promote event management tools, hospitality software, or venue services to professionals in the industry.
   • Use verified contact data to design targeted campaigns for corporate events, trade shows, or private gatherings.

2. Partnership Development and Collaboration

   • Build relationships with event organizers, venue managers, and service providers seeking strategic partnerships.
   • Foster alliances that expand service offerings, enhance guest experiences, or streamline event operations.

3. Market Research and Competitive Analysis

   • Analyze trends in event planning, customer preferences, and hospitality services to refine your business strategies.
   • Benchmark against competitors to identify growth opportunities, market gaps, and high-demand event categories.

4. Recruitment and Talent Solutions

   • Target HR professionals and hiring managers recruiting for roles in event planning, hospitality management, or customer service.
   • Provide workforce optimization tools or training platforms tailored to the event and hospitality sectors.

Why Choose Success.ai?

1. Best Price Guarantee

   • Access premium-quality event and hospitality data at competitive prices, ensuring strong ROI for your outreach, marketing, and strategic initiatives.

2. Seamless Integration

   • Integrate verified event data into CRM systems, analytics platforms, or marketing tools via APIs or downloadable formats, simplifying workflows and enhancing productivity.

3. Data Accuracy with AI Val...

Success.ai’s UK SME Database gives your business a powerful edge in reaching verified small and medium-sized companies across the United Kingdom. Whether you’re selling business services, SaaS, finance tools, or logistics solutions—this dataset offers direct access to growth-stage companies that are ready to buy.

With rich company data and verified contact info for founders, directors, and operational managers, you’ll have everything needed to identify, engage, and convert high-potential UK SMEs.

Included Data Points:
- Company name and domain
- Business category and industry
- Company size (employee range)
- Location (city, postcode, region)
- Contact name, job title, email, LinkedIn

Why Success.ai?
- Covers 2.5M+ UK small and mid-sized businesses
- Verified data for owners, directors, and decision-makers
- Great for outreach in services, SaaS, HR, and legal sectors
- Curated for accuracy and delivered your way
- Best Price Guarantee – always competitive, always complete

Use Cases:
- B2B sales outreach to UK growth companies
- Local ABM for regional campaigns
- Market expansion for service providers
- SME-focused research and segmentation
- Email marketing and CRM enrichment