Hiring is a
judgment problem.
Judgment can be built.
We run retained search for construction companies across the American West, and we work on the part most firms skip: deciding well. A scorecard before the candidates. Structured interviews that produce comparable evidence. A recommendation we will defend, including when the recommendation is not to hire.
Which of these is your situation?
Most people arrive with a problem, not a service in mind. Find yours and we will point you at the right first move, including the ones that do not involve hiring us.
The role is open and the right people are not applying
The leaders you want are employed, busy, and not reading job boards. Reaching them takes deliberate outreach and a reason to take the call, which means the opportunity has to be worth their attention before it is ever described to them.
Intensive Search See how an Intensive Search runsApplicants are coming in and the filter is the problem
Volume is not the constraint. Judgment is. If résumés are arriving but the shortlist keeps producing the wrong finalists, more candidates against the same filter just produces the wrong hire faster.
A filter you can trust See how the search runsThe last hire did not hold
A leadership hire that comes apart in year one is almost never a sourcing failure. Something in the definition of the role, the read on the person, or the landing was wrong, and it was usually visible before the offer.
Start with the diagnosis How we read fit across seven dimensionsYou are not sure the role is ready to open
The most expensive hiring mistake is filling a poorly defined role. Before outreach begins it is worth an honest read on whether the scope, the pay, and the team are actually set up for the right person to land and stay.
Two-minute readiness check Open the readiness checkYou want to run the interviews better yourself
Plenty of leaders do not need a search run for them. They need the interview to stop being a conversation and start being an instrument: named goals, named risks, and a stage that tests each one.
Design the interview Open the Interview DesignerFind, Fit, Finish.
Define the bet, then go get the people.
The role gets defined and your stakeholders get aligned before anyone is interviewed, so the standard exists before the candidates do. Then we cover the market that is not applying, not just the market that is.
Build evidence, then underwrite it.
Structured interviews so candidates are compared on the same axes, assessments so you learn how someone will actually operate, and references that test the doubts rather than confirm the enthusiasm. You get a decision you can defend to a board or a partner.
Land the relationship.
Offer strategy so you do not lose your first choice to a mishandled close, a ninety day landing plan delivered with the offer, and contact through the first year. Problems get caught in month two instead of month eleven.
What we will not do.
- We do not work on contingency. It creates the wrong incentives at exactly the moment judgment matters most.
- We do not send candidates we have not spoken with, and we do not send volume to look busy.
- We do not tell a candidate a job is better than it is. The offer that survives an honest brief is the one worth making.
- We do not take every search. We cap the number we run because we work every one of them ourselves.
We work almost entirely in construction, with companies roughly $10M to $250M across the American West. If you are outside that, we will tell you plainly rather than take the engagement and learn your market on your money.
Bring the decision you are
actually trying to make.
Not a job description. Thirty minutes on the role, the team around it, and what would make this hire hold. You will leave with a clearer view of the decision whether or not you hire us.