Executive search
Situations we step into
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: Find the situation closest to yours to see how we would approach it and which consultants might fit.
This is what we do all day: place interim executives, interim managers and contract professionals.
Need someone now? Call 305-306-4829.
How do you find the hiring problem behind the title?
Interim Headhunters uses this situation index when the business problem is clearer than the job title. Start with the event that made the hire necessary. A departure can leave a decision-maker missing. A close backlog can leave the decision-maker in place but without reliable information. Those problems need different people, even if both first arrive as a request for finance help.
A sudden departure requires clarity about who holds authority during the vacancy, while a close backlog requires clarity about who prepares and reviews the accounting work. Follow the situation that describes the gap rather than the most alarming label. Its page explains the likely roles and the questions that make the assignment concrete. You can revise the title after those questions are answered.
What should you settle before asking for candidates?
Write down what must keep running while the new person addresses the problem. Payroll may still need approval during a systems conversion. The close may still need an owner during an integration. A candidate should not discover after joining that routine coverage has been added to a project brief without anyone changing its priorities.
An ERP assignment needs a named owner for the existing process as well as an owner for the system change, because implementation work does not stop normal reporting obligations. The systems situation page helps you separate those responsibilities. An integration page focuses on the decisions that must carry across businesses. Pick the page that reflects the work, then explain any overlap.
How do we qualify someone for this situation?
We discuss a comparable problem the candidate personally handled and the starting conditions around it. Ask what information was missing and who could approve a change. Ask what they handed back when their part ended. A candidate who helped on a project is not automatically ready to own the same problem without that project's support.
Leave cover differs from a permanent leadership change because the incoming person must preserve a workable handover to the returning seat-holder. Use the absence page to identify decisions that can be made during cover and decisions that should wait. For an unplanned vacancy, explain whether a permanent appointment is approved. That lets us scope temporary coverage without pretending the eventual hiring decision has already been made.
Seat is open
Deals and capital
Pressure and change
Related
Questions
What if a vacancy and an accounting backlog happen together?
Describe both, but identify who needs decision authority and who needs to complete the outstanding work. Combining those responsibilities without checking capacity can make an already difficult assignment less manageable.
Should an ERP problem go to a technology leader or a finance specialist?
That depends on whether the gap is program ownership, system configuration or the finance process being converted. The ERP situation page helps separate those responsibilities before selecting the seat.
How should leave cover be scoped differently from a resignation?
Name the returning person's responsibilities and the decisions the covering manager may make. A resignation may require a wider discussion about permanent ownership rather than a handback to an existing employee.
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.
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.