I Help Professionals Put Their Passions to Work | Leveraging Leadership Capacity | Connections with a Purpose | SDVOSB | USMC VET

Some leaders talk about growth. I’ve built it, again and again. From turning dirt lots into multimillion-dollar fabrication and manufacturing operations to standing up a chemical manufacturing plant that achieved both ISO 9001 and OSHA SHARP initiative recognition, my path has never been theory, it’s been proof.

That proof began long before titles. I grew up working in my family’s grocery stores, butcher shops, and restaurants, where I learned that culture isn’t a slide in a deck, it’s forged through shared effort. The Marine Corps honed that foundation with discipline, accountability, and servant leadership, teaching me that execution is the purest form of belief.

My philosophy reflects James 2:22—faith and works completing each other. In business, faith is strategy: the belief that a company can reach beyond its current reality. Works are the systems, processes, KPIs, and accountability that give that belief evidence. My role is to bring those two together so vision and velocity become one.

Areas of Expertise:
★ Concept to Commercialization | ★ M&A Strategy & Integration | ★ ERP & KPI System Integration
★ Business Growth & Scaling | ★ Supply Chain Optimization | ★ Strategic Partnerships
★ ISO 9001 Implementation | ★ Facility Development | ★ Regulatory Compliance
★ P&L Management | ★ Culture Development | ★ Process Improvement | ★ Constraint Focused

Bravis Brown, MBA

Most manufacturers I meet think their problem is capacity.
It’s not.

Last month, I toured a $22M aerospace/defense parts shop. Owner wanted to buy a second 5-axis mill for $850K.

I asked one question: “What’s your OEE (overall equipment effectiveness) on the first one?”  Said other ways, billable/unbillable, uptime vs. downtime, actual speed vs. ideal speed, quality parts vs. total parts produced, etc.. 

Silence.

We spent 2 hours on the floor. Here’s what we found: → Machine sat idle 2 hours/day waiting (avg) for fixtures → Setup averaged 1.5 hours (should be 45 minutes) → No standardized work instructions → Operators guessing at what good/productive production rate is. 

The constraint wasn’t the machine. It was the system around it.
We didn’t buy new equipment. We:  Standardized fixture staging - Created setup checklists - Cross-trained 3 operators (in the process) - Built a daily dispatch board

No CapEx. No new headcount.

Before you throw money at capacity, ask: “Are we maximizing what we already have?”

The answer is almost always no.  If the demand increases out weights an efficient setup, then perhaps you do move forward with the purchase but implement the system around it prior to going live with the new machine.

CTA: What’s your current OEE? Drop it below. Let’s talk about whether you need more machines or better systems.  If you're culture isn't that of CIP why isn't it?  Would you like it to be?  DM me if you would.

Veteran Executive | Fractional COO | Driving Scalable Growth for Manufacturing & Industrial Companies Through Systems, Automation & Servant Leadership

Leadership isn’t position. It’s posture.

Most founder-led companies don’t get stuck because the team doesn’t care. They get stuck because the leader becomes the router for everything—decisions, approvals, problems, priorities.

A servant’s heart shows up like this:
	•	you put people ahead of your agenda
	•	you initiate service instead of waiting to be asked
	•	you’re not attached to being needed
	•	you lead with love and standards

But here’s the part most miss: servant leadership isn’t soft. It’s structured.

It looks like installing:
	•	clear decision rights
	•	operating rhythms
	•	simple, visible KPIs
	•	escalation paths that don’t end at you
	•	documentation + training so tribal knowledge isn’t the strategy

That’s how you scale without burning out and how you build a business that can outlast the founder.

What’s one area in your business where “picking up the towel” would actually mean installing a system?

Owner wanting to “become the CEO”? Stop acting like the GM.

Becoming CEO isn’t about doing less work.
It’s about owning different work.

If you’re still the default for:

scheduling conflicts

customer escalations

purchasing approvals

quality release decisions
…you’re still running operations by force of habit.

Integrator move:
delegate decisions, not just tasks.
Install decision rights + cadence + scoreboard owners so the org stops bouncing back to you.

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.
The 96% Perfect Podcast

Nearly 45% of small businesses say poor financial/resource management is holding them back.

Translation in manufacturing:

Overtime surprises
Expedites as a strategy
Stockouts + “where is it?”
Margin you can’t explain
And a founder glued to the operation

3 installs fix most of it (fast):

WIP limits (stop starting, start finishing)
Weekly cadence (same meeting, same scoreboard, same owners)
Cost capture discipline (so pricing stops being a guess)

This is how you stop “growth” from feeling dangerous.

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call link.

P.S. I had a fractional COO project fall off.  I have unutilized capacity, help me with my efficiency, I can pass it on!!! 🙌

Today I had a conversation with an individual I respect and hold in high regard.  She and I were talking about communication in business and the multilayed approach that is required to make it successful.  

I go back to 2018 when I was asked if I felt the issue was communication.  I was a little offended by the question at first.  I spent a great deal of time ensuring I was communicating with all the leadership.  

What I learned was there were several ways that I could help cascade that down into the entire company.  I'll save that detail for another day and stay on topic... for now. 😉 

Our conversation lead to examples of how companies cascade it down into their organization.  The attached documents show an easy way to do so.  It just so happens I did an education moment on this in December as well.

If you'd like to discuss how communication of strategy leads to execution, accountability, and drives culture improvement/alignment I'd be happy to discuss (link below). 

https://lnkd.in/gZAEpEra

Accountability w/o Confrontation

DM me if you identify 🤣 as an individual that has manufacturing/operations training experience.  I have become aware of a content developer and trainer position here in the Fort Worth area.  I'll make an intro if you believe this role could be a fit.

Your Business Runs Through You (That's the Problem)
If every decision, fire, and “weird exception” still routes back to you…

You don’t own a company.
You own a job with overhead.

Most founder-led manufacturers don’t get stuck because their people don’t care. They get stuck because the owner became the operating system.

Symptoms:

Work pauses until you approve it

“Urgent” requests wreck the week

Good leaders hesitate because decision rights aren’t clear

You can’t step away without things slipping

The fix isn’t “try harder” or “hire one more manager.”
It’s installing a playbook the team can run without you:

Decision rights (who decides what), AKA empowering others.

Weekly operating cadence (the same rhythm, every week)

A small scoreboard (owners for every number)

One example: Every time a client identified an asset they wanted refurbished or a finished asset they wanted to pick up, it took an average of 2 hours. 

After installing visibility + handoffs + ownership, it dropped to ~15 minutes.
More importantly: the owner stopped being the router.

If you want, I’ll send a quick “Founder Dependence Self-Check” + the 30-min Constraint Snapshot link.

Comment SNAPSHOT and I’ll DM it.

If it can’t run without you, buyers price that as risk.

I’m visiting yet another manufacturing facility where one person knew it all & ran it all. A tragedy happened, and now they’re scrambling to sell. Do you think they’ll get market price… let alone a premium? Of course not.

Succession planning and operating manuals aren’t phrases to throw around. They’re how you stabilize a business.

Whether you’re the owner still carrying the operation, or a newly appointed CEO inheriting it:
owner dependence = fragile performance.

Exit readiness isn’t a future project.
It’s proof, installed weekly:

decision rights
cadence
scoreboard ownership
repeat-fire elimination

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

83% of employees have had to recreate missing or lost documents.

In manufacturing, that’s not an “admin inconvenience.”
That’s capacity leakage and key-person risk.

Because when people can’t find the latest:

Quotes get rebuilt
Travelers get rewritten
Inspection plans get guessed
CAD gets redrawn
Mistakes ship… then you pay twice

And the worst part?
It’s invisible on the P&L. It shows up as “billable or unbillable labor.”

The villain isn’t your team.
It’s tribal operations + weak document control.

De-founder moves (lightweight, not bureaucracy):

One home for critical docs (quotes, travelers, QC, prints)
One “released” rule (if it’s not released, it’s not real)
One owner per doc type (so updates don’t drift)

That’s how you stop rework, protect knowledge, and scale without heroics.

Comment SNAPSHOT and I’ll DM the link to a 30-min Constraint Snapshot Review Call.

Question: where do you lose more time today, missing docs, wrong versions, or tribal knowledge (ask the Bobs)?

Firefighting isn’t a job description. It’s a signal.

If your team is constantly reacting, it usually means:

priorities aren’t stable

escalations have no path

decisions aren’t clearly owned

issues don’t get closed (so they repeat)

Here’s the trap: the CEO/founder becomes the hero, which trains the org to escalate more.

Integrator move = put chaos on a rhythm:

Scoreboard (numbers only)

Flow/constraint (what’s blocking throughput/OTD)

Issues (solve 3–5, assign owners + due dates)

Podcast coming soon with 96% Perfect (https://lnkd.in/gE-3A2Kg).

Comment SNAPSHOT for a 30-min Constraint Snapshot Review Call.

New CEO reality: you inherited a routing problem. 
I don't mean of the MSP type either. 

If everything routes through you, your calendar becomes the constraint:

approvals / exceptions / escalations

“just checking” interruptions

You can’t strategy your way out of that. You have to install your way out.

Start here:

Write decision rights for the top 10 repeat decisions
Create a weekly cadence that produces decisions + accountability
Stop repeat fires with issue ownership + due dates

Podcast on “Why Leadership Fails Without an Integrator” coming soon.
Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.
The 96% Perfect Podcast

Newly appointed CEO? Don’t become the new Mr./Ms. Fix-It.

If you’re in the seat <18 months, you usually inherit a company where every decision, fire, and exception routes through one person.

The org will try to make that person you.

Watch for these tells:

“Quick question…” all day

Schedule changes happen in hallways

Quality holds wait for your blessing

Leaders escalate instead of decide

Priorities shift weekly based on noise

That’s not a leadership problem first. It’s an operating system problem.

The fix is boring (and effective):

decision rights

weekly cadence

issue ownership (owner + due date)

Podcast on “Why Leadership Fails Without an Integrator” coming soon.
Comment SNAPSHOT and I’ll DM the link to a 30-min Constraint Snapshot Review Call.

If your best people are burning out, it’s not “seasonal.”

Constant emergencies are usually a system outcome:

Unclear priorities
Unclear decision rights
Invisible WIP aging / late jobs
No consistent escalation path

New CEOs often feel pressure to “prove it” by fixing everything personally.
That turns you into the new router.

Better move:
Install a weekly cadence that forces clarity and closes issues before they repeat.  You know, root cause Nija stuff.

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

I’m leaning into Additive Manufacturing for one reason: 

It changes the cost/lead-time equation when implemented like a business system.

Right now, I’m having conversations with:

Leaders trying to deploy AM inside their operations (without the common pitfalls).

Owners of AM businesses who may be considering a transition, asset sale, partnership, or a clean handoff plan.

If you’re in either camp (or know someone who is), I’d value an intro. DM is fine.

#AdditiveManufacturing #AdvancedManufacturing #Leadership #ContinuousImprovement

Most manufacturers don’t have a “capacity” problem.

They have a flow + decision system problem.

If you’re constantly expediting, drowning in WIP, missing ship dates, or living in priority whiplash, the root issue usually isn’t effort or talent, it’s that the business lacks the operating system to identify constraints and manage them consistently.

That’s why I’m sharing the link below: in February there’s an Introduction to Goldratt’s Theory of Constraints (TOC) Flow Solutions session (from The Goal) built for real-world manufacturing execution — how to find the constraint, protect it, and drive reliable throughput.

Why I’m sharing: Goldratt’s TOC work is highly practical. I’m attending as a guest to observe their process and explore ways I can help manufacturers turn the learning into sustained, on-the-floor execution.

This is best for executive and senior leadership teams — especially if you’re asking:

“What are our constraints… and how do we prove it?”
“Why does everything feel urgent?”
“Are we about to spend capital because we don’t know what else to do?”

What manufacturing teams are reporting after TOC Flow Solutions workshops:
ACT Test Panels, LLC: On-time delivery +10%, overtime costs -25%, and monthly revenue + net income up double-digits.

FAMCO (HVAC accessories): clearer constraint prioritization, reduced multitasking, “full-kit readiness,” improved on-time delivery + operational efficiency.

Teton Machine Company: strong team buy-in + practical exercises; applied TOC to build real throughput improvement plans.

Charter Steel: better understanding of flow + buffer management; actionable changes to scheduling and day-to-day execution.

Spudnik Equipment Co: TOC made relatable; quick wins via a WIP board to reduce multitasking.

PedSafety: stopped defaulting to “more people/more machines;” mapped flow, found the constraint, focused effort, often saving money without adding resources.

If you’re considering TOC or you’re currently treating CapEx as the default fix, DM me “TOC” and I’ll see you there.

#Manufacturing #Operations #TheoryOfConstraints #TOC #OperationalExcellence #ContinuousImprovement #Leadership #FractionalCOO

Open article: North Dallas Chamber Event | Goldratt Flow Solutions by goldrattflow.com

North Dallas Chamber Event | Goldratt Flow Solutions

Bandwidth is the real constraint.

My approach to conserve bandwidth is addressing the root cause, delegating and empowering.

Most ops teams don’t lose because they lack effort.
They lose because decision traffic overwhelms the week:
interruptions → switching → rework → late jobs → escalations.

If you want capacity without heroics, remove the true constraint:

Reduce approvals (empower/delegating)
Stabilize priorities (empower/delegating)
Protect the constraint (address the root cause of the bottle neck)
Close issues so they don’t repeat (address the root cause) 

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

Additive Manufacturing is projected to grow ~4× this decade ($20.37B in 2023 → $88.28B by 2030).

I’m spending time with DFW operators already doing AM (polymer or metal) to separate what’s real from what’s hype.

Not to “talk tech”… to understand:
Where AM actually makes money in a small/medium shop
What quietly kills margins (post-processing, QA, quoting, workflow)
How teams avoid turning a new printer into a new bottleneck

If you’re local and willing, I’d love to buy coffee or tour your setup.

Unfortunately the Metroplex Manufacturing Resource Expo at UTARI (Fort Worth) on Jan 30, has been canceled.  I'll be looking into other events on advanced manufacturing, if you have any you recommend, please share.

Comment AM and I’ll DM you to coordinate.

P.S. If you’re evaluating AM adoption and want a quick “operating system” gut-check (flow → visibility → decision rights → cadence → then tech), comment SNAPSHOT.

Binderware is why “change” doesn’t stick.  You know, the consultants that put it all in a binder and disappear.  Last thing I want to be is a Seagull, fly in and shit on everything and leave. Kyle Phillips

Most companies aren’t short on ideas.
They’re short on installs/implementation.

A binder doesn’t change behavior.
A slide deck doesn’t create flow.
A meeting doesn’t equal accountability.

Installed looks like:

Leaders run the week without waiting on the CEO/owner
KPIs reviewed weekly (same time, same owners)
Issues get owners + due dates (and close)
Exceptions shrink over time

Comment SNAPSHOT for the 30-min Constraint Snapshot Review Call.

For those who wanted to see what the education piece looked like, here you go! This is part of the education associated to the JD post yesterday.

Accountability Turns Strategy Into Action

Reposting for reach!  Great resource if you have a need in the space, I'm not talking about the crane solutions, I'm talking about Sam F. Bean

Vistage Chair I Vistage Certified Speaker I Executive Coach I Leadership Development I Speaker

Network, you want to up your safety game and shore up your uptime with your lifting systems?

Check out my guy at Zephyr Cranes Sam F. Bean

Craig Leach, MBA

Welcome to where transforming companies and careers with precision-tailored executive placements and progressive leadership coaching meets personalized solutions that align with your unique culture and strategic goals. If you're here, you're likely seeking to attract and retain top-tier talent in a competitive market, align leadership teams with corporate strategy and culture, navigate leadership transitions without disrupting operations, and ensure new hires are the right fit for long-term success.

With over 30 years of experience in leading teams, I guide executives from uncertainty and misalignment to building high-performing teams that drive results. Is reducing time spent on recruiting or mis-recruiting on your radar? Do you aspire to increase productivity and performance? If these aspirations resonate, you've found your path.

I blend my diverse skills in negotiation, business planning, operations management, sales, market development, and leadersip with my passion for talent development, crafting strategic solutions that truly represent your organization's needs. This strategy allows you to transform your leadership capital and achieve sustainable success.

My 21st Century technology-influenced approach uses personalized executive search and coaching to create long-term impact that delivers reduced commercial downtime, improved employee retention rates, and reduced overall costs to hire. I empower hiring managers to make confident decisions, so 96% of our placements are still in place after 12 months.

What you can expect:
• Minimized client commercial downtime
• Improved new employee retention rates
• Reduced overall costs to hire

Your outcomes:
• 96% of placements still in place after 12 months
• 94% of placements still in place after 24 months

Embrace a journey that transforms your organization through strategic leadership development and succession planning. Ready to start?

I offer different ways to work with me to suit your budget and needs:
• Retained Search: Exclusive tailored executive search and coaching solutions, best suited for senior leadership positions (C-Suite, VPs, Directors)
• Contingency Search: Exclusive search for technical, sales, and marketing roles
• Executive Coaching: Tailored, one-on-one partnerships to empower leaders and high-potential professionals to maximize performance and achieve personal and organizational goals

Who it's for:
• C-suite executives
• Senior managers
• Emerging leaders
• Professionals transitioning to higher leadership roles

Begin your journey: https://calendly.com/6202205911/30min

President

Craig Leach

The most expensive thing a CEO can have is a recruiter who won't say no.

A Fortune 500 company offered me $75K to find their next CFO.

I walked away.

Not because of the money. Because of what I heard in the boardroom.

"We need someone who can clean house. Fire 30% of finance. No questions."

I asked what was driving the 30% number.

"We promised the board headcount reduction. Easier to hire fresh talent at lower salaries."

They weren't looking for a CFO. They were looking for an executioner.

Their last three CFOs? All lasted under 18 months. Turnover rate? 47%. One former CFO told me they made him fire people who'd been there 20 years—good people—then blamed him when culture imploded.

A "yes" recruiter would have taken that search. Cashed the check. Placed someone. And watched them burn out in a year.

Then done it again. And again.

I offer a 1-year placement guarantee. Risk definitely outweighed the reward.

𝗪𝗵𝗮𝘁 𝗬𝗲𝘀-𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗲𝗿𝘀 𝗖𝗼𝘀𝘁 𝗬𝗼𝘂:

• The $75K fee—three times over
• Six CFOs in three years
• Stock down 34%
• Glassdoor rating: 2.1 stars
• Every good candidate now knows to stay away

The recruiter fee was never the expense.

The expense was nobody saying: "This isn't a search problem. This is a leadership problem."

After 200+ placements, I've learned this:

The best thing I can do for a client isn't always finding them a candidate.

Sometimes it's telling them they're not ready for one.

They called me unprofessional when I walked away. Threatened to blacklist me.

That was three years ago.

I sleep fine.

Would your recruiter tell you no if you needed to hear it?

I Work with Senior Leaders to Build Teams that Shape the Future | Executive Search | C-Suite | 2x Top Voice

Most leaders misdiagnose their team problems.

They see the same symptoms—low energy, missed deadlines, tension in meetings—and reach for the same fix: motivation.

200+ placements taught me something different.

A stressed team and a checked-out team look almost identical. But they need completely opposite interventions.

𝗦𝗶𝗴𝗻𝘀 𝗼𝗳 𝗮 𝗗𝘆𝘀𝗿𝗲𝗴𝘂𝗹𝗮𝘁𝗲𝗱 𝗧𝗲𝗮𝗺:

• Small issues trigger big reactions
• People seem on edge, scanning for threats
• Exhaustion that doesn't improve with time off
• They care deeply but can't perform

These people are in survival mode. Their nervous systems are overwhelmed.

𝗦𝗶𝗴𝗻𝘀 𝗼𝗳 𝗮 𝗗𝗶𝘀𝗲𝗻𝗴𝗮𝗴𝗲𝗱 𝗧𝗲𝗮𝗺:

• Flat reactions to good news or bad news
• Minimal effort—just enough to not get fired
• Silence that feels like surrender
• They've stopped caring altogether

These people have emotionally left. Something broke the connection.

Here's why this matters when I evaluate leadership environments:

You can't motivate a dysregulated team. Pep talks and incentives don't work when people are overwhelmed. They need safety first.

You can't regulate a disengaged team. Breathing exercises won't help people who've already checked out. They need honest conversations about what's broken.

Before I place any executive, I look for this:

Does leadership understand the difference between a team that's drowning and a team that's already gone?

The executives who fail often walk into dysregulated environments and push harder. Or they walk into disengaged cultures and try to inspire their way out.

Same symptoms. Wrong diagnosis. Predictable failure.

The executives who last? They read the room before they try to change it.

What's the first thing you look for when assessing a team's health?

I Work with Senior Leaders to Build Teams that Shape the Future | Executive Search | C-Suite | Top Voice 2024 - 2025

Why I Tell Candidates to Negotiate AGAINST Their Own Salary

Most recruiters coach executives to ask for more.

I ask them to argue for less.

Not as a trick. As a test.

200+ placements taught me this pattern:

The executives who can articulate why they might be overpriced are the ones worth every dollar.

Here's what I tell candidates in final rounds:

"Give me three reasons a company shouldn't pay you what you're asking."

The weak candidates freeze. Deflect. Get defensive.

The exceptional ones? They go deep.

"My industry experience is strong, but I've never led a team this size."
"I'm asking for equity I haven't earned yet."
"My last company's brand opened doors—I need to prove I can do it without that."

𝗪𝗵𝗮𝘁 𝗧𝗵𝗶𝘀 𝗥𝗲𝘃𝗲𝗮𝗹𝘀:

• Self-awareness that can't be faked
• Intellectual honesty under pressure
• The ability to see their own blind spots

The executives who can argue against themselves are the ones who won't oversell and underdeliver.

They know what they're worth. And they know what they still need to prove.

I've watched candidates talk themselves into higher offers by being honest about their gaps. Boards respect it. CEOs remember it.

The ones who can't find a single reason they might be overpriced?

They're usually the first to underperform.

Confidence is knowing your value.
Self-awareness is knowing your limits.

The best executives I've placed have both.

Is there a question you ask that reveals more than a resume ever could?

Your LinkedIn headline doesn't matter as much as you think.

Controversial? Maybe. But after 200+ placements, here's the truth:

I spend about 2 seconds on your headline. Then I scroll straight to your experience section.

I've seen candidates with perfectly optimized headlines—all the right keywords, clever formulas, impressive-sounding buzzwords.

Then I look at their actual work. Nothing there.

I've also seen candidates with headlines that just say "CFO" or "VP Operations." No formula. No flair.

But their experience section tells a story. Clear results. Specific impact. A thread I can follow.

Guess which one I call?

𝗪𝗵𝗮𝘁 𝗜 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗡𝗼𝘁𝗶𝗰𝗲:

• Does your experience section show progression or just job hopping?
• Can I understand what you actually did, or is it buried in jargon?
• Do your results have numbers, or just vague claims?

𝗪𝗵𝗮𝘁 𝗜 𝗦𝗰𝗿𝗼𝗹𝗹 𝗣𝗮𝘀𝘁:

• Headlines stuffed with buzzwords that mean nothing
• "Thought Leader | Visionary | Change Agent"
• Anything that sounds like marketing copy instead of a person

Here's the uncomfortable truth:

A great headline on an empty profile is like a beautiful cover on a blank book.

And a boring headline on a strong profile? I'll still pick up the phone.

Your headline is the wrapper. Your experience is the product.

Stop optimizing the wrapper. Start building something worth unwrapping.

What's the first thing you actually look at when you review someone's profile?

I Work with Senior Leaders to Build Teams that Shape the Future | Executive Search | C-Suite | Top Voice 2024

Apple Just Created a Head of Executive Retention (And Every Fortune 500 Should Follow)

Most companies treat executive retention like an afterthought.

"We'll worry about keeping them once they're here."

Then their best leaders walk out the door to competitors. And suddenly everyone's scrambling.

Apple just did something different. They created a dedicated role focused entirely on keeping their top executives.

Not recruiting them. Keeping them.

After 200+ placements, I've watched this pattern destroy companies:

They spend $500K finding the perfect CFO.
They spend $0 figuring out how to keep her.
Then they spend $750K finding her replacement 18 months later.

The math never works.

𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗠𝗼𝘃𝗲 𝗠𝗮𝘁𝘁𝗲𝗿𝘀:

The war for executive talent isn't about hiring anymore. It's about holding.

Every Fortune 500 company has recruiters hunting your best people. LinkedIn messages. Competitor calls. PE firms dangling equity.

Your executives aren't wondering if they have options. They're wondering if you're worth staying for.

𝗪𝗵𝗮𝘁 𝗠𝗼𝘀𝘁 𝗖𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗚𝗲𝘁 𝗪𝗿𝗼𝗻𝗴:

• They assume compensation is enough
• They ignore the small frustrations that compound
• They wait until the resignation letter to ask what went wrong
• They treat retention as HR's problem instead of a strategic priority

𝗪𝗵𝗮𝘁 𝗔𝗽𝗽𝗹𝗲 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝘀:

The cost of losing a great executive isn't the replacement search.

It's watching them build your competitor's empire with your blueprints.

I've placed the same executive three times because their previous bosses didn't understand this. They all called me afterward asking for "another Mike."

They had Mike. They lost Mike. And they still didn't get it.

Creating a Head of Executive Retention sends a message: We're not just investing in finding you. We're investing in keeping you.

That's the difference between companies that build dynasties and companies that build revolving doors.

How is your company thinking about executive retention?

Stop chasing “talent” as if it’s a fixed trait.

Most companies believe talent is something you’re born with. Either you have it, or you don’t.

That’s a myth. Talent isn’t fixed. It’s potential waiting for the right environment.

I’ve seen “average” candidates become legends. I’ve watched “top talent” burn out fast.

The difference? Leadership.

Great leaders don’t just spot talent. They build conditions for it to thrive.

They challenge before people are ready. They see potential others overlook. They push past perceived limits.

The best hires I’ve made weren’t the most credentialed. They were the ones someone believed in.

Talent is everywhere. What’s rare is the environment that unlocks it.

Are you hiring what they’ve done? Or what they could become?

No alternative text description for this image

Most hiring fails for one reason nobody wants to admit.

Companies hire for skills. They should hire for mindset.

200+ placements taught me this pattern:

The candidate with the perfect resume flames out in 8 months. The one with "potential" becomes a company legend.

Skills can be taught. Mindset can't.

I've watched CFOs with flawless credentials crumble under pressure. And I've seen "underqualified" operators build teams that transformed entire divisions.

The difference was never what they knew. It was how they thought.

𝗪𝗵𝗮𝘁 𝗜 𝘀𝗰𝗿𝗲𝗲𝗻 𝗳𝗼𝗿 𝗻𝗼𝘄:

• Do they take ownership when things break?
• Do they learn from feedback or defend against it?
• Do they lift others up or climb over them?

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝘀𝘁𝗼𝗽𝗽𝗲𝗱 𝗰𝗮𝗿𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁:

• The "right" certifications
• The prestigious company names
• The polished interview answers

Here's the uncomfortable truth:

You can teach someone your systems. Your processes. Your industry.

You cannot teach someone to care. To persist. To adapt when the playbook stops working.

The executives who last 10 years don't have better skills than the ones who last 18 months.

They have better mindsets.

Your next hire's resume tells you where they've been.

Their mindset tells you where they'll take you.

Which one are you screening for?

6 Principles That Separate Great Hires from Expensive Mistakes

If you're questioning your role at year 4, you're not impatient. You're right on schedule.

Here's what nobody tells executives:

In my experience, average Fortune 500 C-suite tenure often hovers around 5 years. CEO tenure? About 7-8 years.

200+ placements taught me this pattern:

The executives who stay too long aren't loyal. They're on autopilot.

The ones who start asking hard questions at year 3 or 4? They're the ones who end up in their best roles.

I placed a CFO two years ago who almost didn't take my call. She'd been in her role for five years. Good company. Solid performance. But something felt off.

She kept saying, "I should be grateful. It's a great job."

I asked her one question: "When's the last time you were excited about a Monday?"

Silence.

Six months later, she was leading finance at a company twice the size, building something from scratch. She told me recently it was the best decision she almost didn't make.

The signs were all there. She'd just convinced herself to ignore them.

𝗪𝗵𝗮𝘁 𝗜 𝗧𝗲𝗹𝗹 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗪𝗵𝗼 𝗔𝗿𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝗶𝗻𝗴:

• Give yourself permission to evaluate fit (not just performance)
• Revisit the impact you want to have in the next 5–10 years
• Start strengthening your network now, not when you need it

The real risk isn't exploring your next move too early. It's waiting until external forces push you out.

Executive careers are a series of strategic moves. The best leaders know when to make their next one.

When did you know it was time to write your next chapter?

If Your LinkedIn Says "Executive Recruiter" in 2026, You're Leaving Placements on the Table

A candidate asked me something last week that stuck:

"Why should I work with you instead of the 50 other recruiters in my inbox?"

Fair question. I had an answer. Most recruiters don't.

Here's what 200+ placements taught me about positioning:

The generic title is killing your pipeline.

"Executive Recruiter" tells candidates nothing. It tells clients even less. You're competing with thousands of people who have the exact same two words on their profile.

Meanwhile, the recruiters winning the best mandates?

They don't call themselves recruiters at all.

They're "FinTech CFO Specialist." "Private Equity Operating Partner Talent." "Healthcare C-Suite Search."

The shift isn't about being clever. It's about being findable.

When a PE firm needs a portfolio company CEO, they're not searching "executive recruiter." They're searching for someone who understands their world.

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗦𝗲𝗲𝗻 𝗪𝗼𝗿𝗸:

• Industry-specific positioning attracts inbound
• Niche expertise commands higher fees
• Candidates trust specialists over generalists
• Clients stop comparing you to commodity recruiters

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗦𝗲𝗲𝗻 𝗙𝗮𝗶𝗹:

• "Full-service" positioning that means nothing
• Trying to be everything to everyone
• Competing on speed instead of insight
• Hiding behind a corporate brand instead of building your own

The recruiters who'll thrive in 2026 won't be the ones with the biggest databases.

They'll be the ones clients and candidates think of first when a specific need arises.

Your title isn't just a label. It's your first pitch.

Make it count.

What does your LinkedIn headline actually say about your expertise? Recruiter or not?

Most companies call me when they're desperate.

CFO just quit. No succession plan. Board meeting in 30 days.

Then they ask: "How fast can you find someone?"

Wrong question.

The right question is: "Why didn't we prepare for this six months ago?"

Here's what reactive hiring actually costs:

• 6-9 months average search timeline under pressure
• $2M+ in lost productivity per vacant C-suite role
• Remaining executives burning out covering gaps
• Strategic initiatives stalled or abandoned
• Competitors poaching your best people during chaos

I've seen it destroy companies.

One client waited until their COO announced retirement. Two weeks notice.

No pipeline. No internal candidates ready. No transition plan.

They promoted someone unprepared. He lasted four months.

Total cost: $3.7M in severance, recruiting fees, and operational disruption.

Compare that to my clients who build partnerships before crisis hits:

We map their leadership bench quarterly.
Identify succession gaps before they're urgent.
Build relationships with potential candidates over time.
Coach internal talent for future roles.

When someone leaves? We're ready in weeks, not months.

One CEO told me: "Craig, having you embedded in our strategy saved us when our CFO got recruited away. We had her replacement starting within 45 days."

The companies crushing it aren't reacting to turnover.

They're anticipating it.

Because in executive search, preparation isn't expensive.

Desperation is.

When's the last time you stress-tested your succession plan?

If you're questioning your role at year 4, you're not impatient. You're right on schedule.

Here's what nobody tells executives:

In my experience, average Fortune 500 C-suite tenure often hovers around 5 years. CEO tenure? About 7-8 years.

200+ placements taught me this pattern:

The executives who stay too long aren't loyal. They're on autopilot.

The ones who start asking hard questions at year 3 or 4? They're the ones who end up in their best roles.

I've watched executives ignore the internal signals for years. The role changed. The organization shifted. Their goals evolved. But they kept showing up to the same job.

By the time they finally moved, they'd lost momentum. Lost leverage. Lost options.

𝗪𝗵𝗮𝘁 𝗜 𝗧𝗲𝗹𝗹 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗪𝗵𝗼 𝗔𝗿𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝗶𝗻𝗴:

• Give yourself permission to evaluate fit (not just performance)
• Revisit the impact you want to have in the next 5–10 years
• Start strengthening your network now, not when you need it

The real risk isn't exploring your next move too early. It's waiting until external forces push you out.

Executive careers are a series of strategic moves. The best leaders know when to make their next one.

What's driving your questions – a problem, or a readiness for growth?

I just placed a VP of Technology who never finished college.

She beat out five Ivy League candidates.

Here's why the board chose her:

She taught herself AI, rebuilt her company's entire tech stack, and led a digital transformation that doubled revenue in 18 months.

The others had perfect resumes.

She had proven learning velocity.

This is the shift I'm seeing after 200+ placements:

Skills-based hiring is replacing credential worship.

Boards don't ask "Where did they go to school?" anymore.

They ask "How fast can they learn what we need next?"

The data backs this up:

Skills assessments reduce mis-hires by 88%.
They predict job success better than any CV.

What companies prioritize now:

• Learning agility over tenure
• Digital literacy over job titles
• AI proficiency over degrees
• Pivot speed over pedigree

Our 96% retention rate comes from one philosophy:

Hire for mindset and adaptability.
Train for skills.

The executives thriving today don't have the longest credentials.

They have the sharpest learning curves and measurable impact.

That VP of Technology?

Still crushing it two years later.

Outperforming every "safer" candidate on paper.

Are you still hiring resumes or hiring potential?

The best interview question I've ever asked isn't on any list.

After 200+ placements, I've sat through thousands of interviews. Watched hiring managers ask the same tired questions. Watched candidates deliver the same rehearsed answers.

Everyone's prepared for "Tell me about yourself." Everyone's got a weakness that's secretly a strength.

So I stopped asking what everyone else asks.

Now I ask this:

"Tell me about a time you were wrong about something important, and what it cost you."

Silence. Every time.

Because this question does something the others can't. It forces honesty.

𝗪𝗵𝗮𝘁 𝗜'𝗺 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴 𝗙𝗼𝗿:

• Do they own the mistake or blame circumstances?
• Can they quantify the impact or do they minimize it?
• Did they actually learn something or just survive it?

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗦𝗲𝗲𝗻:

• Candidates who can't answer have never been accountable for anything meaningful
• Candidates who blame others will do the same in your company
• Candidates who get specific and own it? Those are your people

The resume tells you what someone did. The interview tells you who they are.

But only if you ask questions they can't prepare for.

Your best hires won't be the ones with the perfect answers. They'll be the ones who can sit in discomfort and tell you the truth anyway.

What's the one interview question that's revealed the most about a candidate for you?

Most executives ask the wrong question about their career.

"How long can I keep this job?"

That's survival thinking. Not strategy.

Here's what 200+ placements taught me:

The moment you step into a C-suite role, you're on a 3-7 year runway. That's not pessimism. That's the data. Average C-suite tenure hovers around 5 years. CEOs get about 7-8.

The best executives I've placed don't think about how long they can stay. They think about what this chapter will be known for.

𝗧𝗵𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗧𝗵𝗮𝘁 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗠𝗮𝘁𝘁𝗲𝗿:

• What do I want this chapter to be known for in 3-5 years?
• What needs to be true for me to stay energized here?
• At what point will it be time to design the next move?

High-performing executives treat their career like a portfolio. Regularly reviewed. Intentionally rebalanced. Aligned with where they can create the most value next.

I've watched executives cling to roles that stopped fitting years ago. They weren't loyal. They were comfortable. And comfort has a cost.

The executives who build remarkable careers don't wait for a crisis to reassess. They build reflection into the rhythm of how they lead.

If your current role no longer matches the leader you've become, that's not a problem.

It's your signal.

How often do you step back and evaluate whether your role still fits?

96% of my placements are still there after 12 months.

94% after 24 months.

Here's what most recruiters won't tell you:

Skills don't predict success. Culture fit does.

I've seen brilliant executives flame out in 6 months.
Not because they couldn't do the job.
Because nobody assessed if they should.

The placements that fail? Same pattern every time:

Recruiter focuses on resume.
Company focuses on credentials.
Everyone ignores the culture gap.

Then acts shocked when the executive quits or gets pushed out.

Here's what actually drives 96% retention:

Before placement:
• Deep culture assessment (not just "values" on a website)
• Leadership style alignment with board expectations
• Strategic vision compatibility with company trajectory

During transition (first 90 days):
• Executive coaching through political landmines
• Stakeholder mapping and relationship building
• Quick wins identified and executed

Most placements fail in the first 90 days.
Not because executives can't perform.
Because they're navigating blind.

The difference between 96% retention and industry average?

I don't just match skills to job descriptions.

I match leadership DNA to organizational reality.

Are you in the right culture for your leadership style?

I've placed 200+ executives.

96% are still there after 12 months.

Here's what separates the ones who thrive from the ones who don't:

It's not credentials.
It's not pedigree.
It's not even experience.

The last five years in executive search taught me retention comes down to three things:

1. Strategic Alignment

The executive's vision must match where the company is actually going.

Not where they say they're going in the job description. Where they're really going.

I've seen brilliant CFOs fail because they were hired to transform, but the board wanted stability. And vice versa.

Misalignment kills placements faster than anything else.

2. Cultural Fit

Skills get you hired. Culture keeps you employed.

An executive can have every qualification on paper and still be gone in six months if they don't fit how the company operates.

I don't mean they need to be best friends with everyone. I mean their leadership style needs to work within the existing culture or have the mandate to change it.

3. Leadership Agility

The ability to adapt when things don't go as planned.

Because they never do.

The executives who last are the ones who can pivot, read the room, and adjust their approach without losing sight of the goal.

They don't need perfect conditions. They create them.

Here's what I've learned:

You can't fake these three things in an interview.

But you can assess for them if you know what to look for.

That's why our placements stick. We don't just match resumes to job descriptions.

We match people to reality.

What do you think matters most for executive retention?

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