Role search
Get a PMI consultant who can own 100-day integration plans.
No postings. No stacks of resumes. No chasing. You choose from a short list of people who have done this before.
No upfront fee. You pay only if you engage someone we present.
Interim Headhunters starts with the work behind this request: The consultant serves as the architect of the integration office. They focus on the mechanics of merging two operational engines into one while preventing revenue leakage.
This is what we do all day: place interim executives, interim managers and contract professionals.
Need someone now? Call 305-306-4829.
- No upfront fee
- 2 to 3 vetted consultants per assignment
- Matched to your industry
- You choose
- Interim plus permanent search
- PMI consultant
The judgment call
What this hire really comes down to
The consultant serves as the architect of the integration office. They focus on the mechanics of merging two operational engines into one while preventing revenue leakage. This individual takes responsibility for the tactical execution of the 100-day plan. They provide the necessary oversight to ensure that day-to-day operations continue without service interruptions for your clients or employees.
Success depends on their capacity to handle competing priorities between the acquiring organization and the acquired entity. They must reconcile conflicting payroll systems, disparate accounting standards, and fragmented vendor contracts simultaneously. This requires an objective perspective to identify which legacy systems to retain and which to replace. Their focus remains on stabilizing the organization to allow your leadership team to concentrate on long-term strategy.
What we check
What we check before you see anyone
- We verify their history with specific integration challenges. We demand proof of managing parallel systems where data migration occurred without loss or disruption. We look for individuals who have personally executed the technical steps of combining CRM and ERP platforms during a live acquisition. They must articulate the specific sequence of operations required to maintain database integrity across two disparate tech stacks.
- We test their ability to manage the financial interface between two entities. They must demonstrate how they built consolidated reporting dashboards that accurately reflected combined performance while respecting local management needs. They must explain how they identified and resolved discrepancies in financial recognition early in the transition.
- We audit their history in managing organizational overlap. We require examples of how they handled personnel redundancy and redefined reporting lines during a merger. They must prove they can manage the cultural and logistical friction that follows a formal deal closing without damaging employee retention. We evaluate their methods for conducting quick talent audits to identify critical performers who must be kept in the new structure.
- We evaluate their experience in protecting account health during transition periods. They must describe instances where they implemented communication plans to keep customers and suppliers confident throughout the change. We look for specific outcomes regarding churn reduction and the maintenance of service quality during chaotic intervals. They must show how they handled specific vendor contract negotiations to prevent supply chain stoppages.
Sourcing
Where we find them
We identify these specialists within high-growth firms that manage serial acquisitions. These professionals have refined their own playbooks for rapid system synchronization and human capital alignment. They move to new assignments when they finish the stabilization phase, as they prefer the intensity of a fresh integration over static management roles. They know how to execute quickly because they have seen the common pitfalls in previous deals.
We also recruit from boutique advisory firms that support private equity teams. These practitioners operate under the mandate to realize synergy targets immediately after a transaction closes. They view the integration process as a technical puzzle that requires disciplined, repeatable processes. Their motivation comes from the challenge of resolving complex structural problems under tight deadlines.
Where searches go wrong
Mistakes we see
- Hiring individuals who prioritize general strategy over execution. These candidates produce slide decks but fail to reconcile the actual data between two accounting systems. They do not understand the necessity of managing payroll, bank signatures, and tax reporting on the first day.
- Overlooking the need for technical proficiency in specific software modules. Some candidates lack the depth to handle the conversion of legacy ERP data into a new parent company format. This gap forces internal staff to perform manual reconciliations for months longer than necessary.
- Ignoring the impact of organizational changes on key personnel. Poor performers communicate structural shifts late or without clarity, which causes attrition among the very staff you need to retain. They treat the integration as a document exercise rather than a human and technical process.
The search
How the PMI consultant search runs
- First, we isolate consultants who have managed your specific deal size and sector. We review their track record for technical integration work, focusing on ERP or payroll migrations. We eliminate those who only provide oversight and lack the ability to get into the details of the transition.
- Second, we conduct interviews to confirm their decision-making process regarding system consolidation. We ask for a walkthrough of a specific integration project they led from the signing date through the end of the first quarter. We assess how they handled unexpected roadblocks like data incompatibility or talent turnover.
- Third, we provide you with a shortlist of practitioners who are prepared for immediate deployment. You review their specific experience with the tools and systems currently used in your organization. We verify their availability to start immediately to ensure you meet your integration milestones.
Questions
How does a PMI consultant differ from a financial advisor?
An advisor focuses on the valuation and legal terms of the deal. The consultant executes the operational tasks required to combine two businesses into one functional entity.
Will I have to pay an upfront fee for this search?
No upfront fee. You pay only if you hire.
Can this person help me decide which systems to keep?
Yes. They assess your current tech stack against the acquiree's systems to determine the most efficient path forward.
Are these consultants full-time employees?
These professionals work as independent experts. You engage them for the duration of the integration project.
What replacement terms apply?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
How are recruiting fees agreed?
No upfront fee. You pay only if you engage someone we present. We scope the assignment before quoting; the fee page explains our model.
How soon can we see options?
Availability depends on the assignment and the people who fit it. We qualify interest and commitments rather than promising a shortlist date before the search is scoped.
What if the scope grows?
Discuss new responsibilities before adding them to the engagement. Agree the priorities and record any change to the brief and terms.
Can we extend an engagement?
Discuss what remains unfinished and whether the same responsibility is still needed. Extensions depend on the person's commitments and the agreed engagement terms.
Can the appointment become permanent?
A permanent move can be discussed if both sides want it. Review the future role and the applicable agreement instead of assuming that temporary coverage automatically converts.
How is a confidential search handled?
Tell us what can be disclosed and whom we must not contact. We agree those boundaries before approaching people; do not send sensitive records with an initial brief.
What are the replacement terms?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What do you not do?
We do not sell job-board reposting as a search or bill hourly for recruiting work. We do not take a retainer unless expressly agreed, and an introduction does not authorize an engagement.
Tell us the seat
No upfront fee. You pay only if you hire. Share the title, the situation and the timing. A person reads it.
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The Six-Step Search
What do you get at each step of the search?
We agree what the person must own before contacting anyone. You see how the search is scoped and which backgrounds we pursue. We speak with candidates about the work before presenting them. The Six-Step Search gives you useful written notes and support through interviews, rather than a pile of applications.
- 01
Scope call
We talk through the seat, the business and what has to change.
You get: A one-page role brief you approve before we search.
- 02
Market map
We work out where people who have done this job actually sit.
You get: A short note on the pool and how we plan to reach it.
- 03
Direct outreach
We approach people who are not looking at job boards.
You get: Progress updates so you are never chasing us.
- 04
Screening
We interview every candidate on the work, not the resume.
You get: Written notes on fit, availability and terms for each person.
- 05
Shortlist and interviews
You meet a short list. We handle the scheduling.
You get: Several vetted options and a debrief after each interview.
- 06
Offer and start
You choose. We help settle terms and the start date.
You get: Confirmed terms, a start date and check-ins after day one.
Tell us who you need.
No upfront fee. You pay only if you engage someone we present.
Send us the seat. We will take it from there.
No upfront fee. You pay only if you engage someone we present.