A shorter list, already sorted.
You do not need more résumés. You need the two or three people who can step into the role and be useful quickly, and evidence that they can.
Three numbers you already have.
We are not asking you to do anyone a favor. We are asking you to price what the opening is costing you.
The cost of the vacancy
Overtime, deferred projects, slipped audits, and the work your current team absorbed since the day the seat opened.
The cost of a mis-hire
The ramp you paid for, the disruption, and the second search you now have to run at the back of the year.
Time to productive
How long until a five-year hire is genuinely useful, next to someone who has already handled this failure mode more than once.
Four steps, and only one is ours to rush.
We talk about the role
Fifteen minutes on the role, the team, and what the opening is costing you. No paperwork to start a conversation.
We recruit against your requisition
We go find the right people for your opening rather than pushing a stale database at you. If we do not have the right person, we say so on that call.
You get a short list with the record attached
Verified experience, dated proof of current capability with something you can inspect, and a ramp-time estimate from a former manager. Two or three names, not thirty.
You pay when they start
Invoiced on the start date, backed by a ninety-day replacement guarantee.
Three shapes, same standard.
Not every opening is a headcount opening. The verification standard is identical across all three — only the arrangement changes.
Direct hire
You hire them, they are on your payroll from day one. A percentage of first-year base, invoiced on the start date, ninety-day replacement guarantee.
Contract-to-hire
They work on contract for an agreed period, then convert to your payroll if it is working. Useful when headcount is approved next quarter but the work is needed now.
Contract & fractional
A project, a gap, a launch, an audit season, or a senior professional two days a week. Arranged per engagement rather than sold from a menu.
Contract and fractional arrangements are taken case by case. Tell us the situation and we will tell you honestly whether we can support it well.
Plain, and on one page.
Reasonable objections.
Will someone this experienced be bored, or leave quickly?
It is a fair question and we screen for it directly. We ask every professional where they want to be in three years, and we do not represent someone using a role as a short bridge to retirement. Long tenure in prior roles is part of what we verify.
Will they cost more than we budgeted?
Sometimes, and sometimes considerably less than you would expect. We establish compensation expectations before you ever see a name, so nobody discovers a mismatch three interviews in.
Are their skills actually current?
That is the whole reason this firm exists. Every professional we represent carries dated proof of current capability — an active credential, recent training, a recent project on the technology, or demonstrable proficiency on the platform — whichever genuinely proves it for their discipline.
Do you work outside manufacturing and finance?
Yes. Those are our two most active practice areas, not our limits. The test is whether the role genuinely rewards two decades of judgment and whether the tools have moved recently.
Can you do contract or fractional instead of direct hire?
Yes, case by case. Direct placement is our standard engagement, and we also take contract, contract-to-hire, and fractional arrangements where the situation calls for it — a project, a gap, an audit season, or headcount that opens next quarter. Tell us the situation and we will tell you honestly whether we can support it well.