Talent Sourcing & Recruiting

Funnels find the willing. The rare ones are employed, paid, and watched. They move the way companies change hands: through courtship, on a timing signal, with a household to convince.

Recruiting has the structure of a hard sale: the product is a decade of someone’s working life, the buyer is a committee that includes people you have never met, and the close must hold for weeks after you leave the room. So the work runs as a designed campaign: dossier before first touch, warm path over cold, courtship laddered from advice to collaboration to an advisory seat, so that joining completes something already underway instead of interrupting a life.

Audit any senior hire that reneged or quit inside the first year, and the failure rarely traces to compensation: usually to a stakeholder never pitched, a risk never removed, or a mandate never actually agreed. Comp is table stakes. The offers that close hard targets are architected: they name the specific anxiety the move creates and remove it structurally, with protection written into the contract, forfeited value made whole, a door left visibly open, so the decision defends itself on the nights it is attacked.

One boundary is stated up front: an off-limits period holds on client organizations, and no name is worked that the client’s own agreements place out of reach. The campaign is built to survive a reading by the counterparty’s counsel.