The hire
A closed search led from context through assessment, offer, and start.
Critical Search
Search for consequential roles.
Senior-led executive, technical, and production search—grounded in capability, evidence, and more than twenty years of judgment.
Where I add leverage
A senior partner inside the search, alongside the team.
01A complex role needs the sustained attention of a senior search partner while the internal team carries the broader hiring plan.
02A production or product milestone is creating a new capability requirement and the company wants an external view of the market.
03The role crosses technical, commercial, or operational boundaries and does not fit neatly inside one familiar talent pool.
04The team wants a reusable capability and assessment model, not only a candidate slate.
The method
A capability-first method connects the milestone to the market.
I begin by absorbing the context the team already holds.
Together, we connect the business milestone to the work, required capability, evidence, and relevant talent markets. External market evidence can confirm the original brief, expand it into adjacent environments, or help the team refine it early. The Capability Map makes that learning visible and reusable.
Milestone → Work → Capability →Evidence → Market → Pathway
The work is the standard
Prestige can be evidence. It should not be the verdict.
Every team uses shortcuts under time pressure: referrals, familiar companies, titles, credentials, and years of experience. They can contain useful evidence. But when the proxy becomes the requirement, the search inherits the past and capable people become invisible.
In defense, government, and other trust-sensitive markets, prior company, program, clearance, or customer experience may genuinely matter. The method examines what that experience proves: Can this person build, ship, operate, sell, or improve what the business and its customers actually need? Familiar signals can be additive. They are not determinative.
AI helps me examine more evidence, test assumptions, and see patterns across the market. The judgment is mine, and I show my work.
What you receive
You get the hire. You also keep the Capability Map.
The capability map
The work the role performs, the capability it requires, the evidence that demonstrates it, and an interview design that tests for it.
A role-adjacency read
Who else touches this capability, where immediate concentration risk appears, and whether part of the need is a transfer the company has not yet made.
The market picture
Where the capability exists, how deep the relevant pool is, what the market is saying, and the honest build-versus-buy answer.
How it runs
Depth on one consequential hiring problem.
Context and capability
Time with the hiring manager, the business milestone, and people closest to the work. The first output is a corrected capability definition, not a longer job description.
Market and search
Direct sourcing against capability and evidence rather than titles alone. Candidates enter the process as they are qualified, while market learning continues to sharpen the brief.
Assessment and close
Structured evaluation against the capability definition, consistent communication, and active partnership through offer and start.
Each engagement begins with a named target timeline based on market depth, stakeholder availability, and the interview process. If the evidence changes the brief or exposes a constraint, you hear it early.
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