What We Do

We build a talent pool from scratch on every search. No shortlists pulled from a database. No rolodex recycling. We define the market, map it, and engage the people who are not applying to jobs, because they are doing them.

Before we go to market, we sharpen the decision: what success looks like, what the market will pay, where the candidate actually lives, and what you can credibly promise once they arrive. The search becomes the easy part when the brief is right.

As certified behavioral‑science practitioners, we benchmark the job before we assess the candidate. TriMetrix HD, job benchmarking, and compensation analytics turn gut‑feel hiring into a documented decision you can defend: to a board, to a family, to your next CFO.

Directors, VPs, and C‑suite in seats of consequence across the business. We are interested in roles tied to real decisions and outcomes, not just another line on the org chart.

Roles where the real candidate pool is small and the generalist firms cannot find it. Narrow technical expertise, rare cross‑functional profiles, industry‑specific credentials. This is where our talent‑map approach earns its keep.

Senior individual contributors whose absence stalls revenue, delivery, or operations. Not volume hiring. The specific person who owns work that cannot slip, pause, or be delegated.

Headcount: Up to 50
Revenue: $3M+

Founder‑led, PE‑backed, or venture‑funded with real revenue.

The next hire is a company‑defining one. There is no recruiting infrastructure, no TA team, and often no prior reference for a search of this weight. The cost of getting it wrong is obvious, because it is the business.

Headcount: 51 – 500
Revenue: $10M+

Privately held, family‑owned, PE‑backed, or owner‑operated.

No dedicated TA function, or a small HR team already at capacity. You have hired before; lived through post‑and‑pray and contingent search. You are past the tipping point and ready for a partner, not a vendor.

Headcount: 500+
Revenue: No cap

Department‑level leader with authority to execute a working partnership.

Inside a larger organization, a leader owns a hire that is too hard, too sensitive, or too important to hand to a generalist or a contingent firm. They serve as executive sponsor and move the contract even when that means working across functions to do it.