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Retained search means engaging a search firm exclusively and investing in the search upfront.

Typically, around one third of our total fee is paid at the start of the assignment, with the remainder paid according to the agreed terms as the search progresses.

The retainer commits us to the search and gives us the time and resources to do it properly: understand the brief, research the market, identify and approach potential candidates, assess them and manage the process through to appointment.

It also removes the incentive to simply send CVs and hope that one happens to work.

No.

We don't undertake contingent, or “no win, no fee”, recruitment, even where a contingent search is exclusive to us.

Our model is retained search because it gives us the time and commitment to properly understand the business, research the market and proactively engage the strongest potential candidates.

We'd rather conduct a smaller number of searches properly than compete to be the first firm to put a CV in front of a client.

Yes.

We are often asked to appoint a new C-suite leader and then build out some or all of their leadership team — Directors, Heads of Function and sometimes Managers.

The same can happen when a new C-suite leader joins a business and asks us to help build the team around them.

This can be an especially effective way to create a complementary leadership team and culture, rather than simply filling vacancies one at a time. Because we understand the individuals, roles and dynamics involved, we can help ensure the team works as a whole.

No.

Our searches are primarily for senior leadership positions, including C-suite and Director-level appointments. As a broad guide, C-suite roles in the businesses we work with can carry base salaries of around £200,000–£400,000, depending on the size, ownership and stage of the business.

But salary isn't the determining factor. The complexity, importance and difficulty of the appointment matter at least as much.

There isn't a fixed minimum.

For many roles below senior Director level, the investment required for a retained executive search simply doesn't make economic sense to the hiring team. But we are sometimes asked to find challenging or business-critical Heads of Function with base salaries in the £100,000–£150,000 range, and occasionally below that.

We are also often involved in container searches, where a number of appointments are made as part of building or reshaping a leadership team. In those circumstances, the overall project can make sense even when some individual roles sit below our usual level.

Absolutely.

We regularly conduct searches outside London and across the UK (and sometimes internationally - see below).
Some of the most difficult searches are for businesses based away from the main executive talent pools.

Our knowledge of where people actually live, their family circumstances, commuting preferences and willingness to relocate can be surprisingly important. Those details rarely appear on a CV, but they can make the difference between a candidate who looks right on paper and one who is genuinely viable.

Yes, although we are primarily a UK search firm.

We have placed people internationally, including for Zurich Insurance Group in Switzerland, US businesses, and gaming operators such as Entain in Gibraltar.

We don't have international offices, so we don't pretend to offer the global infrastructure of a multinational search firm. Where we can be particularly effective is when an international search needs someone with UK experience who is willing to relocate. We are often well placed to identify those people because of the breadth and depth of our relationships.

We like to move quickly.

Depending on the search, we can often have benchmark profiles and the first client interviews within two weeks of starting an assignment. Alternatively, we can work towards a more rounded shortlist of around four strong candidates, which is typically closer to four weeks.

Some searches inevitably take longer because of candidate availability, notice periods, relocation or the particular difficulty of the brief. But we don't believe that a thorough search has to be a slow one. Our reputation and reach mean we can often get access to strong candidates quickly.

Generally, no.

Our approach is to proactively identify and approach people we believe could be right for the role, including people who aren't actively looking for a move.

Some appointments may also need to be advertised, for example where there are regulatory, equality or other requirements. Where appropriate, we can manage applications alongside the search process, ensuring that strong applicants are considered alongside the candidates we identify directly.

Yes. That's a fundamental part of executive search.

Many of the people we approach aren't looking for a new job. They may be successful in their current role and perfectly happy there.

Our job is not to hound people. It's to identify people who could genuinely be right for an opportunity, have a relevant and persuasive conversation with them, and explain why the role and the business are worth considering.

That also means we need to understand and represent our clients well.

Yes, frequently.

Confidentiality is an important part of executive search. Sometimes the appointment itself cannot be disclosed; sometimes the business, the circumstances behind the appointment or the identity of the successful candidate needs to remain confidential.

We are happy to put NDAs in place where appropriate. In practice, however, we believe that trust and reputation are often more valuable than a contract. Much of our work comes through long-standing relationships, and we understand the importance of discretion.

Yes, and sometimes that's where the most useful work happens.

Before starting a search, we want to understand what the business actually needs this person to achieve and what success will look like. We are often asked to refine job descriptions; sometimes to write the first drafts.

That can lead to a different profile from the one originally envisaged: sometimes someone from a different sector, discipline or career background.

We're happy to challenge the brief where we think doing so will produce a better appointment.

Yes.

If you're not sure who is out there, what the role should look like or whether your expectations are realistic, we can benchmark the role and map the relevant talent pool before you commit to a full search.

This gives you an evidence-based view of who's doing the relevant work, where they're working, what their career backgrounds look like and how realistic your brief is.

In many cases, this develops naturally into a full search. But the initial exercise can be useful in its own right.

Usually, around four.

We don't believe that a long list of vaguely plausible candidates is particularly useful to a hiring manager.

Our aim is to identify a small number of people who we genuinely believe could do the job, explain why we think each is relevant, and give you enough contrast to make a good decision.

The exact number depends on the search. Sometimes there will be more; occasionally, for a particularly difficult or specialised assignment, fewer.

The objective is not to maximise the number of CVs. It's to maximise the quality of the choice.

It is rare for us not to have anticipated this possibility. We never stop searching until signed acceptance and resignation; this means we usually have other strong candidates already some way through the process, or available for a first-stage interview.

However: our job is to help you land the person you genuinely want, not to persuade you that your second choice was always the better candidate.

Sometimes the strongest candidate will say no. That's part of executive search. We will help you understand why, explore whether anything can realistically change their mind, and if necessary return to the market.

We'd rather have an honest conversation about the options than manufacture certainty where none exists.