The proof is in
the placement.

The Challenge

The firm had tried three times to hire a VP of Sales through two different search firms. Each hire lasted less than 18 months. The founder was still carrying the bag and the company had stalled at $120M for two years. The problem wasn't the candidates — it was that no one had taken the time to understand why the previous hires had failed.

Our Process

Our intake revealed the real issue: the firm's go-to-market was relationship-driven and required a seller who could operate without a marketing engine, build pipeline from a cold start, and earn trust with CIO-level buyers over 12–18 month cycles. The previous hires had all come from larger firms where inbound and SDR support had done the heavy lifting. We redefined the profile entirely and went to market looking for someone with a specific background in founder-led, low-brand IT services environments.

The Outcome

Placed in 38 days. The VP of Sales is still in the role three years later. The team has grown from 4 to 11 AEs and revenue has crossed $180M.

The Challenge

A PE-backed digital consulting firm was expanding into financial services and needed their first dedicated Client Partner for the vertical. They had delivery credibility but no commercial presence in the space. The role required someone who could open doors, build relationships with FS buyers, and close engagements in the $1M–$5M range — without the brand recognition that larger firms carry.

Our Process

We spent the first two weeks of the engagement mapping the financial services consulting sales landscape — specifically identifying people who had sold digital transformation services to banks and insurers at the mid-market level, where the buying process is more accessible than at the Tier 1 institutions. We surfaced 6 candidates, presented 4, and the client interviewed 3.

The Outcome

Placed in 44 days. The Client Partner closed two new logos in their first six months and has built a pipeline that now represents the firm's largest vertical by revenue.

The Challenge

A publicly traded Oracle partner needed to replace their Practice Head — a sensitive search because the incumbent was still in the role and the transition needed to be handled with complete confidentiality. The new hire needed to be able to run the practice P&L, manage the Oracle alliance relationship, and be credible externally as a thought leader in the Oracle Cloud space.

Our Process

We ran the search under full confidentiality — the client name was not disclosed until candidates had been screened and both sides had agreed to proceed. We focused our outreach on Practice Heads and senior pre-sales leaders at Oracle partners who had the specific combination of P&L ownership, alliance management experience, and Oracle Cloud credibility the role required.

The Outcome

Placed in 52 days. The transition was handled without disruption to the client relationship or the Oracle alliance. The new Practice Head has since expanded the practice headcount by 40% and grown practice revenue by 35% in the first year.

The Challenge

A Series B managed cloud provider had been growing on founder-led sales and referrals. They were ready to hire their first VP of Sales but had never done it before. The founder was nervous about hiring someone too senior (who would want to change everything) or too junior (who wouldn't be able to build the team). The comp plan was also below market, which had caused two previous offers to fall apart.

Our Process

Before we started the search, we told the founder their comp plan was below market by approximately 20% and that it would cost them the candidates they wanted. They adjusted. We then defined a profile that fit the specific stage: someone who had been a top individual contributor at a larger firm and was ready to step into their first VP role — hungry, hands-on, and not expecting a full support infrastructure.

The Outcome

Placed in 41 days. The VP of Sales has been in the role for two years, built a team of 6 AEs, and the company has grown from $65M to $110M ARR.

The Challenge

A data and analytics consulting firm had built a strong reputation in the mid-market but wanted to move upmarket into enterprise accounts. They needed a Client Partner who could navigate complex, multi-stakeholder enterprise buying processes and sell engagements in the $2M–$8M range — a significant step up from their typical deal size.

Our Process

We identified that the key differentiator for this role wasn't just enterprise sales experience — it was the ability to sell ambiguous, early-stage data strategy engagements to buyers who weren't sure what they wanted. We looked specifically for people who had helped enterprise buyers move from 'we want to do something with data' to a scoped, funded program. That's a specific skill, and it narrowed the field significantly.

The Outcome

Placed in 49 days. The Client Partner closed the firm's first $5M engagement in their fourth month and has since built a pipeline of enterprise accounts that represents 40% of the firm's total revenue.