A privately held infrastructure services firm pivoting into commercial markets needed its first head of sales. No team, no playbook, no pipeline. We placed a leader who had built a revenue function from scratch, then run one nationally.

A profitable mortgage technology company acquired an AI-enabled platform and needed someone who could sell it. We built the first sales function for a profile the company had never recruited, in one of financial services’ narrowest markets.

A multi-location equipment rental platform needed a VP and general manager who could own the P&L, optimize a fleet and drive commercial growth. We found a builder’s instincts rather than a manager’s oversight.

A closely held, multi-location powersports dealership needed its first President, and a candidate willing to relocate to interior Alaska for a newly created role. We placed a leader committed to the owners’ long-term vision.

One of America’s largest direct-to-consumer ammunition retailers had spent two decades building a loyal subscription base. We placed a CMO who could scale that brand without breaking what made its customers stay.

Two legacy food and beverage organizations had just merged, and finance would either hold the integration together or break it. We placed a Global CFO who unified both companies and built scalable financial infrastructure.

A NASDAQ-listed semiconductor manufacturer had to solve chief executive succession without a gap in operational leadership or a signal of instability to its investors. We placed a CEO who could own both from day one.

A global dermatology company standing up new U.S. headquarters needed a CFO for its fastest-growing market. We placed a finance leader who could build the American function while reporting into a European parent.

A founder-led defense technology company delivering mission-critical systems to the U.S. military had never had a CFO. We placed its first one in roughly eight to ten weeks, with infrastructure to match the ambition.

A family-owned consumer brand millions of Americans recognize needed financial leadership equal to its legacy. We placed a CFO with the strategic horsepower to carry a household name into its next phase of growth.

A multi-site services platform had outgrown a transactional HR function. We placed a CHRO with credibility in the field, strategic influence in the boardroom, and the operational instincts to hold both together.

A national wealth management firm needed partner-level tax talent with ultra-high-net-worth expertise. The candidates were not looking, and the Big 4 were courting them relentlessly. We found and closed one anyway.

A vertically integrated construction and development firm hit a growth phase its operating structure could not carry. We reframed the role itself, then placed an operations leader who brought alignment, speed and accountability across functions.

A private family office needed a CFO who could work at the intersection of financial operations and investment strategy. We ran a discreet, targeted search built on rigorous stakeholder alignment and a nuanced evaluation framework.

A physician-owned gastroenterology group with more than twenty locations was moving from stabilization to scale as its COO departed. We placed an operator who could run multiple service lines under a board of practicing physicians.

An entrepreneurial industrial services platform needed three leaders, not one, and needed them to work as a unit. We ran the searches in parallel and built the leadership team the business model actually required.

A community foundation managing more than a billion dollars in charitable assets had never had a marketing function. We placed a CMO to build one from scratch, for a mission-driven organization with no commercial playbook.

A federally recognized tribe had grown a portfolio of enterprises that each ran independently. We placed the first CEO of its new economic authority, charged with turning separate businesses into one strategic division.

A century-old global fresh produce company had let its North American growth outpace its leadership structure. We placed the executive who could manage a complex web of partner relationships across the continent.

A publicly traded midstream natural gas company, recently spun off from its parent, needed a tax leader for a structure few executives have ever run. We found one inside a narrow and specialized candidate pool.

Two offices of a national replacement window and door franchise had outgrown their finance support. We placed a hands-on CFO who could scale with the business rather than simply report on it.

The only Urban Indian health center in Los Angeles, serving the nation’s largest American Indian population, needed a CEO. We placed a leader guided by the community’s culture and accountable to nearly fifty years of mission.

One of the country’s fastest-growing independent yarn retailers had scaled on organic growth and service alone. We placed an operations leader who could put structure behind a beloved brand without dulling what made it loved.

A business consulting and services firm needed visionary leadership for its retail insights division. We placed an executive with a record of driving growth and transformation, and we did it in record time.

A Washington-area credit union serving more than twenty thousand members needed a chief executive. We placed a CEO who could grow a member-owned institution without losing the service culture that built it.

A rapidly scaling global produce enterprise faced increasingly complex international operations across multiple markets. We placed a Head of Tax who could build compliance infrastructure ahead of the growth rather than behind it.

A private-equity-backed provider of classroom technology reaching millions of students daily needed a chief operating officer. We placed a COO who could scale delivery across North America while the sponsor’s growth plan ran.

A tribal economic development corporation diversifying beyond gaming faced a significant leadership gap. We placed a chief executive to drive sustainable, non-gaming growth and long-term economic independence for the community it serves.

An investment firm builds every portfolio company board around six outside industry executives rather than its own partners. We recruited the directors and chairs that structure demands, search after search, across multiple portfolio companies.

A billion-dollar, employee-owned manufacturer and distributor set out to refresh its board. We recruited directors with industry-leading building supply experience to guide strategy for the employees who actually own the company.

A real estate investment and operating firm managing roughly seventeen million square feet needed a Head of Tax. We placed one fluent in the structures behind decades of sponsored investment vehicles.

A family-owned construction company more than a century old needed its people strategy to catch up with its growth. We placed a Chief People Officer who aligned culture and business goals without rewriting either.

A health benefits innovator pioneering medical group captives for small and mid-sized employers needed a CMO. We placed a marketing leader who could explain a genuinely new model to a skeptical market.

A technology provider to the self-storage industry wanted sharper market positioning and wider reach. We placed a VP of Marketing who understood both the integrated software and the operators who actually buy it.

A growing roofing services company had revenue and territory targets its sales leadership could not reach. We placed a Head of Sales with the experience to expand both, at the moment the business most needed it.

A rapidly expanding defense manufacturer working to high-precision standards needed an Executive Director of Operations. We placed a leader who could lift operational capability and strengthen the executive team at the same time.

A paint and equipment supplier with more than two hundred North American locations needed to modernize decades-old technology. We placed a Chief Information Officer to lead that work across automotive, industrial and aerospace markets.

A pioneer in thematic investing and income ETFs needed executive leadership to match its global reach. We recruited for a firm running more than a hundred funds across four continents, in a relentlessly competitive talent market.

An employee-owned manufacturer and distributor needed a CFO with Fortune 100 manufacturing experience who would still fit an ownership culture built on its people. We found the rare candidate who was credibly both.

A billion-dollar-plus Florida credit union needed a chief financial officer with real industry experience, not a general finance hire. We placed a CFO to guide strategy for a member-owned institution at scale.

A multi-state home medical equipment provider was expanding faster than its legal support could follow. We placed an Operations Counsel to handle healthcare regulatory complexity across every division and state it serves.

America’s largest independent fine wine and spirits retailer was expanding across state lines into a thicket of alcohol regulation. We placed a government affairs professional fluent in local, state and federal rules.

The nation’s first consumer lending platform for solar energy was scaling fast and needed to diversify its capital sources. We placed a Head of Capital Markets to fuel the loan program and protect consumer rates.