Don't see your role?

What should the brief say about Our criteria for accepting an engagement?

We prioritize deep operational and financial leadership requests, specifically targeting functions like CFO, COO, and their immediate subordinate roles such as controllers or heads of finance. When you approach us with a requirement outside these areas, we evaluate whether the work aligns with our expertise in managing complex, time-sensitive organizational needs.

We prioritize deep operational and financial leadership requests, specifically targeting functions like CFO, COO, and their immediate subordinate roles such as controllers or heads of finance. When you approach us with a requirement outside these areas, we evaluate whether the work aligns with our expertise in managing complex, time-sensitive organizational needs. We avoid accepting assignments where the outcome is nebulous or the organizational authority is ill-defined. Our primary goal is to ensure that the individual we introduce possesses the technical precision and industry-specific experience to solve your core problem immediately.

When an executive need sits at the intersection of various departments, such as a general manager overseeing both revenue and fulfillment, we examine the reporting structure to confirm the role carries enough influence. We look for clarity in your internal hierarchy so the incoming expert can execute decisions without constant intervention. If your situation involves a sensitive transition or a recovery effort, we investigate the underlying financial constraints and the resources currently available to the team. By focusing only on roles where we can demonstrate a direct, repeatable impact, we maintain our consistency.

What should the brief say about Defining the work versus the title?

Titles can be misleading across different industries, so we ask you to define the role through a list of necessary outcomes. Instead of focusing on a standard job description, identify the primary tasks that the individual must complete within their first ninety days.

Titles can be misleading across different industries, so we ask you to define the role through a list of necessary outcomes. Instead of focusing on a standard job description, identify the primary tasks that the individual must complete within their first ninety days. Mention who the person reports to, what authority they hold over the budget, and the specific failures or bottlenecks they must resolve. This granular approach allows us to determine if we have vetted individuals who have performed similar heavy lifting in comparable organizational settings.

Your description of what is going wrong today often reveals more than any formal list of job requirements. If a department is struggling with reporting inaccuracies, lack of process discipline, or management gaps during an exit, we need to know the cause of these friction points. By outlining the primary obstacles, you help us identify which of our contacts possesses the exact experience required to rectify those issues. We move away from jargon-heavy corporate speak and insist on clear, actionable descriptions of day-to-day responsibilities.

What should the brief say about Tradeoffs in unconventional search requests?

Seeking an executive for a role that does not have a clear market precedent often involves significant tradeoffs in terms of speed and availability. When we accept a custom request that sits outside our typical scope, the vetting period may increase because we must verify the candidate's track record in a non-standard environment.

Seeking an executive for a role that does not have a clear market precedent often involves significant tradeoffs in terms of speed and availability. When we accept a custom request that sits outside our typical scope, the vetting period may increase because we must verify the candidate's track record in a non-standard environment. You may find that candidates with broader, more generalized skills are easier to find, but those who can handle very specific technical problems in a vacuum are rare.

Another tradeoff involves the level of seniority you might require versus what is realistically available in the market for a niche function. You might want a seasoned veteran, but if the work is highly tactical and repetitive, a mid-level expert might actually be more effective. We discuss these nuances before you commit to a specific search profile to ensure that you do not overpay for experience that the actual daily tasks do not demand. Conversely, if you underestimate the level of strategic complexity, you risk hiring someone who lacks the vision to steer the ship during turbulent periods.

What should the brief say about Common mistakes when requesting non-standard talent?

Even if the position is technical, the individual often interacts with the board, the finance department, or other division heads. If you omit these requirements, you end up with a candidate who can solve the technical problem but alienates your internal team or struggles with communication.

• One frequent error is failing to specify the level of stakeholder management required for the role. Even if the position is technical, the individual often interacts with the board, the finance department, or other division heads. If you omit these requirements, you end up with a candidate who can solve the technical problem but alienates your internal team or struggles with communication. Another mistake is overestimating the time required for a person to reach full productivity.
• Hiring managers frequently mistake immediate project requirements for permanent staffing needs. When your organizational challenge involves a transient technical hurdle or a temporary resource gap that concludes upon project completion, hiring for a permanent role creates unnecessary friction. Permanent staff members naturally prioritize long-term career progression and stability. Engaging someone for a finite duration requires a candidate who specifically seeks flexible or interim work arrangements rather than career longevity. Evaluating the intent behind your staffing need ensures that the professional expectations remain aligned throughout the engagement duration. Clarity on the nature of the employment structure prevents mismatched goals between the professional and the internal team.

What should the brief say about Identifying the right background for your specific need?

We identify individuals who are comfortable in high-pressure environments, often looking for people who have survived multiple company restructurings or financial pivots. These candidates typically work in sectors that require rapid adaptation, such as private equity portfolio management or hyper-growth technology, where they must constantly prove their value through measurable results.

We identify individuals who are comfortable in high-pressure environments, often looking for people who have survived multiple company restructurings or financial pivots. These candidates typically work in sectors that require rapid adaptation, such as private equity portfolio management or hyper-growth technology, where they must constantly prove their value through measurable results. What makes these people move is often the opportunity to solve a specific, sensitive problem rather than the promise of a long career track. They are motivated by the complexity of the assignment and the independence to act on their professional judgment.

People who excel in these roles are usually not looking for a traditional job ladder. They are practitioners who value the ability to apply their technical skills to new problems repeatedly. Their movement is driven by their desire to tackle fresh challenges and by the intellectual stimulation of working with new leadership teams. When we assess potential candidates, we focus on their history of documented success in previous environments that mirror your current friction points.