Every one of these seats has a story.
I want to hear yours.
I'm a headhunter, not a recruitment agency, and that difference is kind of everything. An agency sorts through the people who are looking. I go get the people who aren't.
The lane is wide on purpose. Operations, sales, marketing, business development, product, technology, customer success, go-to-market and revenue leadership, and Chief of Staff. Individual contributors all the way up to the C-suite, here in the US. The only places I don't go are accounting and finance, software engineering, and general admin. Those belong to somebody else, and I'll happily tell you who.
The title changes. How I run it doesn't. I map the market, make the approaches, check the references, and have the tough conversations myself. Nothing goes out with my name on it that I wouldn't stand behind. And I stick around after the start date, because the win isn't filling the seat. The win is that person still being the right call a year from now.
"Short shortlists. Honest counsel. Hires that hold."
Operations
You can feel it when this seat is empty. Stuff that should take a day takes a week. Everybody's slammed and nothing's moving. The right operator walks into that, and a few months later the chaos just kind of has a system. COOs, VPs and Heads of Operations, business and revenue ops, program leaders, and the operators underneath them who actually make it run. I look for people who created order, not people who inherited it.
Sales & Revenue
Every sales leader looks great in a hot market. The real question is what happens when it cools off. I dig into how the number actually got made and whether this person can make it again somewhere new. CROs, VPs of Sales, regional and enterprise leaders, and quota-carrying reps at every level.
Marketing & Business Development
The best marketers own the story and the number in the same seat. The best BD folks open doors nobody else knew were there. CMOs, VPs and Heads of Marketing, demand gen, brand, product marketing and marketing ops, plus the partnership and business development leaders who build real channels.
Product
Framework talk is cheap. I'm looking for the person who made a hard call with half the information, shipped anyway, and brought the rest of the company along with them. CPOs, VPs of Product, group and principal PMs, platform and AI product leaders.
Customer Success & GTM
This is where revenue either gets protected or quietly walks out the door, and usually nobody notices until the renewal numbers come in. Chief Customer Officers, VPs of Customer Success, post-sale and renewal leaders, and the go-to-market leadership that ties sales, marketing, product and success into one motion.
Chief of Staff
The toughest hire there is, because the job description is really a person. A founder needs somebody with judgment, discretion, and enough spine to say “I think you're wrong.” I find the ones who make the leader better, not just busier.
Technology
I recruit tech talent across the board, from the people doing the work all the way up to the C-suite. And just so we're clear, software engineering searches are still not my lane. Those belong to specialists, and I'll happily point you to a good one.
Built for the hire you can't afford to get wrong.
A Series A company making its first senior go-to-market hire. A company rebuilding a whole function from the top down. Same energy, same process. I work across technology, enterprise software, AI, cybersecurity, cloud, data, services and digital transformation, and the network goes wherever the search needs it to.
And if you're on the other side of the table, a leader in one of these lanes quietly wondering what's out there, I'm here for you too. You'll get a straight read on the market, and I'll only bring you roles that are actually worth your time.