A Considered Approach

Executive search, done well, is not about speed or volume. It's about precision, judgement, and a deep understanding of what will actually work for your business at this particular moment.

I've spent my career in and around high-growth businesses, working with founders, investors, and leadership teams through moments of significant change. That experience has taught me that the right hire is rarely the most obvious one.

The leaders who genuinely move the needle tend to share less obvious qualities — commercial curiosity, emotional intelligence under pressure, and the ability to grow with a business as it evolves.

These qualities don't always show up on a CV or in a first interview. They reveal themselves through careful, considered conversation, through reference patterns, through the way someone talks about failure as much as success.

My approach is to take the time to genuinely understand your business before I begin any search. What are you trying to build? What has worked before, and what hasn't? What does your culture reward, and what does it find difficult? Only with this context can I identify candidates who will thrive, not just survive.

I don't believe in overwhelming you with CVs. I'd rather present three exceptional candidates than fifteen adequate ones. Quality over quantity, always.

Throughout the process, I aim to be a genuine partner rather than a supplier. That means honest conversations, even when they're uncomfortable. It means telling you if I think you're looking for the wrong profile, or if your timeline is unrealistic, or if the market is telling us something you need to hear.

The best outcomes come from this kind of candour. And the best relationships are built on it.