What We Know
The Search Changes With the Business Context
Fifteen-plus years working with startup founders and HR professionals informs how we define,
assess, and close technical talent.
Vetted by people who lead engineering teams
A headhunter reading titles cannot tell a leader who built a team from one who inherited it. Candidates on our shortlist are assessed by a practitioner currently running an engineering org, who reads the history for scope that was genuinely owned, teams that were genuinely built, and decisions that were genuinely theirs.
The level is decided before the search
Most failed engineering leadership hires were the wrong level, not the wrong person. We settle whether the constraint needs a hands-on head of engineering, a VP who builds managers, or a CTO who owns technical strategy before any outreach starts.
Retained because the market is closed
The people who can run engineering at a Series A or B company are employed, well paid, and not reading job boards. A retained search funds the sustained, direct approach that reaches them, and commits both sides to finishing.
Stage fit over logo
A director from a two-thousand-person company has run a team with recruiters, platform groups, and budget. A Series A company has none of that. We test for range across ambiguity, willingness to still write and review code, and a record of building from small.
Closing is part of the search
Leadership candidates weigh equity, reporting line, decision rights, and the founder relationship as much as base pay. We calibrate all of it against the market and manage the offer through to a signed acceptance.