Retained Search

We conduct retained searches for portfolio company CEOs, CFOs, Revenue Leaders, and select Operating Partner/Executive assignments.  Our track record of C-Suite executive placements can be easily referenced with our closely-held, repeat private equity clients.

  • CEO search is our cornerstone value-add. We are a fit for funds who prioritize horsepower and private equity intangibles over a resume box-checking competition. Any search firm can find a slate of candidates. Our job is to find best-athlete leaders who are built for the rigor and urgency of private equity.
  • CFO searches are our most frequent mandate.  The role is arguably the most challenging position on the portfolio company management team.
  • Revenue Leader assignments are the third leg of our value creation offering for private equity-backed portfolio companies.  Finding sales leaders who can scale your portfolio company is a blend of art and science.

Outsourced Talent Management

We develop tailored human capital strategies for private equity firms to function as, or augment, an in-house talent management function. Our in-depth needs analysis defines your ideal talent management outcome then we tailor a custom-built solution. Our clients aspire to have most, or all, of the following:

  • Pre-vetted bullpen of CEOs and CFOs
  • Network of Operating Executives who can serve as C-Level candidates, assist with diligence, contribute to deal flow
  • Human capital due diligence to enable a talent road map from Day 1 of the hold period

Imagine a talent management relationship that could shift recruiting from a reactive, tactical challenge to a strategic and proactive weapon for your fund. Instead of taking 12+ weeks to conduct a CEO or CFO search, you and your colleagues would be positioned to hire a pre-vetted CEO or CFO from your bullpen for a real-time leadership upgrade.


Human Capital Due Diligence

Know exactly “who” you are buying, not just “what.”

  • Get a clear viewpoint on the existing management team
  • Understand who is likely to make it to exit and who will need to be replaced
  • Paint a picture of the new executive roles (if any) that you will need to create
  • Create a talent road map from Day 1 of your hold period
  • Avoid the tell-tale investor mistake of “waiting too long to make a change”