Evan Nierman

Founder & CEO, Red Banyan PR | Author of Top-Rated Newsletter on Communications Best Practices

I'm the Founder and CEO of Red Banyan, an international public relations and crisis management firm that exists to press the truth and deliver results. My team and I specialize in high-stakes PR, cancel culture response, litigation communications, and complex reputational challenges that require creative thinking, strategic clarity, and unshakable judgment.

For more than two decades, I’ve helped CEOs, public figures, law firms, and global brands navigate their most difficult moments. Whether it’s a viral controversy, a legal dispute, or a reputational crisis, I bring deep media experience and a relentless commitment to exceeding expectations.

I’m also the author of The Cancel Culture Curse and Crisis Averted, and I frequently appear on major news outlets like Fox News, CNN, BBC, and Newsmax to share insights on cancel culture, media strategy, and crisis communications.

🔹 Founder & CEO of Red Banyan
🔹 Author of The Cancel Culture Curse and Crisis Averted
🔹 Regular media commentator on PR and reputation issues
🔹 Trusted advisor to executives, attorneys, and public figures
🔹 Featured in Newsweek, PRWeek, The Washington Post, and Forbes

My mission is simple: help people and organizations tell their stories truthfully, strategically, and powerfully—especially when the stakes are highest.

📩 Learn more at www.redbanyan.com

Founder and CEO

Red Banyan Group is a strategic communications firm specializing in public relations, crisis management and marketing.  Red Banyan Group combines creative thinking, steady judgment shaped by experience and a relentless commitment to achieving results for its clients.  Red Banyan offers a wide array of services, including: media relations, crisis management, marketing, corporate communications, litigation support, social and digital media, copywriting and editing and media training.

Staying in a “good mood” isn’t the point.
Staying composed is.

In moments of pressure, leaders don’t earn trust by being upbeat.
They earn it by being steady.

When stress rises, people stop listening to explanations.

They start reading signals.

Your tone.

Your pace.

Your presence.

I’ve seen reputations damaged not by bad decisions
but by how pressure showed up in a leader’s voice.

Composure isn’t emotional detachment.

It’s emotional discipline.

It’s the ability to remain clear
when others are reacting.

That steadiness doesn’t just calm the room.

It restores credibility.

In a crisis, your emotional control becomes public leadership.

Follow for weekly insights on leadership, reputation, and crisis communication.

Kindness is often misunderstood in leadership.
Especially in moments of pressure.

In a crisis, many leaders believe strength means distance.

Control. Silence. Authority.

But the moments people remember most
are rarely the loud ones.

They remember who stayed human
when it was easier not to.

Over the years, I’ve watched reputations rise and fall under stress.

Not based on decisions alone
but on how those decisions were delivered.

Kindness is not softness.

It’s clarity without cruelty.

Accountability without humiliation.

Leadership without ego.

People do not expect perfection from leaders.

They expect fairness.

And long after the headlines fade,
what remains is how people felt working with you
when things were hard.

That memory outlasts any press cycle.

Leadership is not about being liked.

It is about being respected
even when the pressure is high.

Follow for weekly insights on leadership, reputation, and crisis communication.

Integrity is not measured when everything is calm.
It is measured when there is risk.

In a crisis, everyone claims to have values.

Very few actually demonstrate them.

Over years of working with leaders under pressure, a clear pattern emerges.

People with real integrity do not behave ideally.

They take responsibility when it is most costly.

This is what it looks like in practice:

They do not say what sounds best first.
They take ownership before they are forced to.
They do not trade truth for short-term peace.
They think in terms of long-term reputation, not today’s headline.
They protect people, even when it is unpopular.
They admit mistakes without drama or excuses.

These are not motivational traits.

They are reputational decisions.

The difference between a good leader and a trusted one
is not charisma.

It is behavior when there is no perfect option.

Integrity does not build image.

It determines whether image survives a crisis.

Follow for weekly insights on reputation, crisis PR, and leadership under pressure.

Many experienced entrepreneurs don’t stumble because they lack knowledge. They stumble because they rely too heavily on themselves.

As a company grows, a leader who doesn’t delegate,
doesn’t build a culture of trust,
and doesn’t surround themselves with people stronger than them
eventually becomes the constraint to growth.

True leadership doesn’t come from control.

It comes from self-awareness, trust, and the willingness to let others lead.

Experience doesn’t eliminate blind spots. It often hides them.

In this article, I share five leadership mistakes even seasoned entrepreneurs make

and how they quietly limit growth if left unaddressed.

Grateful to Entrepreneurs'​ Organization’ for the opportunity to explore this topic with their community.

The leaders who scale the furthest are the ones willing to examine what success can make easy to miss.

Read the full article here:

https://lnkd.in/gqD5W4HT

People won’t remember what happened.
They’ll remember how you handled it.

Years after a crisis ends, most people won't recall the details.

The timeline. The investigation findings. The resolution.

What they remember is simpler—and more powerful.

How you showed up.

Whether you seemed scared or steady.

If you told the truth or hid behind lawyers.

Whether you cared more about protecting yourself or doing what was right.

Here's what outlasts the crisis:

1.) Your tone.
Did you sound human or like a press release?
Did you show empathy or just manage liability?

2.) Your presence.

Did you show up when it was hard or disappear until it was safe?
Leaders who face the moment earn respect.
Leaders who vanish lose it permanently.

3.) Your honesty.
Did you own the mistake or spin it?

People can forgive failure. 
They don't forgive dishonesty.
One moment of raw accountability outlasts a dozen polished statements.

4.) Your composure.

Crisis reveals character.

If you panicked, people saw it. If you stayed calm, they felt it.

Composure doesn't mean hiding emotion. It means showing strength when everyone else is looking for it.

I've watched crises fade from headlines within weeks.

But the leaders who handled them well—or poorly—are still defined by those moments years later.

Because facts blur. Emotions stick.

People remember how you carried yourself when everything was falling apart.

Not what the official statement said.

Not what the settlement amount was.

But whether you showed up with integrity, empathy, and courage—or didn't.
The crisis will end.

What you do during it lasts forever.

What people think about you often matters more
than what you actually do.

This might sound surprising, but in reality, perception drives everything.

Your reputation isn't built just on the actions you take.

It's shaped by how the public perceives those actions.

In a world where information spreads faster than ever, perception is often reality.

So, why does your reputation matter more than anything else?

Because in business, trust is the foundation of everything.

From customers to partners, employees to investors, how people feel about your brand influences their decisions, loyalty, and engagement.

Here’s the truth:

When people trust you, they listen to your message, engage with your brand, and stand by you even when times are tough.

But when trust is broken, no amount of good work can fix it.

In a crisis, managing perception can mean the difference between a minor setback and a business-ending scandal.

Reputation is your most valuable asset because it directly impacts:

1.) Customer loyalty
2.) Brand perception
3.) Growth opportunities
4.) Crisis resilience
5.) Leadership influence

To build and protect your reputation, you have to be consistent, transparent, and always in tune with how your actions are perceived especially in moments when you’re under pressure.

When perception is managed well, it doesn’t just protect your business; it propels it forward.

Your reputation isn't just what you've done. 

It's what others believe you've done.

And that belief drives success.

In a crisis, people don’t hear facts first.
They feel.

It’s a critical lesson that many leaders realize too late.

In the heat of the moment, emotions are high. 

Explanations struggle to stick. 

Details blur, and timelines become difficult to follow.

Not because the truth doesn’t matter — but because people’s emotions are overpowering their ability to process information.

Emotion shapes attention. 

It creates the lens through which everything is viewed.

The most effective leaders know that facts alone won’t carry them through a crisis.

They recognize that addressing how people feel is just as important as providing the truth. 

They lead by creating an emotional foundation first, building trust and clarity before moving into the facts.

Here’s what that looks like in practice:

Acknowledge feelings. 
You can’t move forward until people feel heard.

Speak with clarity, not defensiveness. 
A calm, composed message sets the tone.

Give space before precision. 
Sometimes, presence matters more than perfect facts.

Empathy in these moments isn’t a sign of weakness.

It’s a strategic move that helps ground the conversation and brings people back to a place of understanding, even in the chaos.

In uncertain times, being heard can be just as powerful as being right.

Leading with empathy allows you to regain control of the narrative and build the trust needed to move forward.

Before you say anything publicly,
ask yourself one question:

"Would I say this if I knew it would be quoted out of context?"

Because it will be.

Every statement you make can be clipped, screenshotted, and reshared without the nuance you intended.

The careful explanation gets reduced to a soundbite.

The context disappears.

And what's left is whatever fits in a headline or a tweet.

Here's what this question forces you to consider:
Can this be misunderstood?

If your statement requires explanation to be accurate, it's vulnerable.

Simplify it. Clarify it. 

Make it stand on its own.

Does this sound defensive without the full context?

Tone matters more than intent.

If a single sentence sounds evasive or dismissive when isolated, rewrite it.
Would I stand by this if it were the only thing people remembered?

Your most quotable line will become your legacy from that moment.

Make sure it's one you can live with.

Am I saying this for me—or for them?

If your statement is about protecting your ego or winning an argument, it will backfire.

If it's about clarity, accountability, and truth, it will hold.

The best leaders assume every word will be taken out of context.

And they speak in a way that still holds up when it is.

Because you don't control how your words get used.

You only control whether they can survive on their own.

You can’t build credibility in the middle of an attack.
By then, the narrative has already chosen sides.

The internet has changed how reputations are attacked — and how they’re lost.

Today, you don’t need facts to win a narrative.

You need speed, volume, and emotion.

I’ve seen baseless claims turn into “truth” simply because they were repeated often enough, by enough people, in the right corners of the internet.

Once that happens, accuracy becomes secondary to belief.

That’s how bad actors win online.

A few hard realities leaders underestimate:

False narratives spread faster than the truth. 

Research consistently shows misinformation outperforms facts, especially when outrage is involved.

Debunking can backfire. 

Repeating a lie, even to correct it, often amplifies it further.

Belief drives damage. 

Once enough people accept a story, whether it’s true stops mattering. 

Reputations suffer anyway.

Online collectives magnify this effect.

Volume creates legitimacy. 

Repetition creates confidence.

And suddenly, a fringe claim feels mainstream.

The brands and leaders who fare best don’t wait for attacks to peak.

They build credibility early, communicate consistently, and understand that narrative control is proactive, not reactive.

In a digital environment that rewards outrage, the goal isn’t to win every argument.

It’s to make sure your truth is present, clear, and credible before misinformation fills the vacuum.

Because once a false story hardens, reversing it takes exponentially more effort.

And by then, the damage is already done.

The fastest way to lose control in a crisis
is to let others explain your silence.

In a crisis, social media is a weapon.

The question is: are you wielding it—or is it being used against you?

I've seen brands navigate crises brilliantly on social media.

And I've seen them implode because of one careless post.

The difference isn't luck.

It's strategy.

Social media moves fast. Too fast for most crisis teams to keep up.

But when used correctly, it can protect your reputation, control the narrative, and keep your audience engaged.

When used poorly, it amplifies the damage and gives critics ammunition.

Here's how to make social media work for you—not against you—during a crisis:

1. Stay silent if the source is unreliable.
Not every fire needs your attention.

Sometimes, responding to a baseless claim just gives it oxygen.

Ask yourself: Is this credible? 

Is it spreading? 

Does it require our response?

If the answer is no, let it pass.

Reacting to noise can turn nothing into something.

2. Share with care.

Every post during a crisis should be intentional.
Helpful. Relevant. Clear.

Before you post, ask: Could this be misunderstood? 

Could this make things worse?

Because once it's out there, you can't take it back.

And in a crisis, one poorly worded post can undo weeks of damage control.

3. Post with purpose.

Random updates create confusion.

Every message should align with your overall crisis communication strategy.
Ask: What does our audience need to know right now? How does this help clarify the situation?

If you can't answer that, don't post it.

4. Be human.

Corporate-speak kills trust during a crisis.

People want to know there's a real person—who cares—on the other side of the screen.

If someone criticizes you unfairly, don't get defensive.

Address it with empathy.

If the complaint is valid, own it and explain what you're doing to fix it.

Authenticity defuses tension. 

Deflection escalates it.

5. Monitor constantly.

You can't manage what you don't see.

Set up alerts. Track mentions. Watch for patterns.

If misinformation is spreading, you need to know immediately—before it becomes the dominant narrative.

6. Control your channels.

Don't rely on the media or third parties to tell your story.

Use your own platforms—your website, your social accounts, your spokespeople—to communicate directly.

Own the narrative. Don't let someone else shape it for you.

Social media in a crisis is high-risk, high-reward.

It can save you—or sink you.

The brands that survive are the ones that move fast, communicate clearly, and stay relentlessly strategic.

The ones that fail are the ones that react emotionally, post impulsively, or go silent when they should be present.

In crisis, social media doesn't give you time to think.

So you better have a plan before you need one.

A television interview can repair credibility — or permanently redefine it.



I’ve seen leaders accept TV appearances thinking the facts alone would carry them through. They rarely do.

Television amplifies everything — confidence, hesitation, emotion, and missteps — all at once.

Before agreeing to a televised interview, leaders should assess the risk as carefully as the reach.

And if the decision is yes, preparation becomes the strategy.

Here’s what consistently separates strong performances from damaging ones:

1. Preparation beats explanation.

Knowing the facts isn’t enough. You need to anticipate the pressure points and rehearse how you’ll handle them.

2. Visuals matter as much as language.

Tone, posture, and composure often communicate more than the words themselves — especially when clips travel far beyond the original broadcast.

3. Persuasion isn’t about critics.

The audience that matters most is undecided. Messaging should be built for them, not for detractors or loyal supporters.

4. Discipline prevents headlines.

One emotional reaction can overshadow everything else you say.

Handled well, a TV interview reinforces trust and authority.

Handled poorly, it becomes the crisis.

Media doesn’t reward improvisation under pressure.

It rewards clarity, discipline, and leaders who understand the stakes before the cameras turn on.

DOJ press releases don’t just resolve cases, they shape perception instantly. As PPP enforcement accelerates, leaders need to be prepared for the reputational impact, not just the legal process. Download the guide to prepare before the headline hits.
#ppploans #crisisPR #DOJ #redbanyan

The U.S. government is ramping up enforcement around fraudulent PPP loans — and DOJ press releases are publicly naming organizations involved in repayments and settlements.

If your company shows up in one of those headlines, do you know how to protect your brand?

Download our free guide to learn how to manage reputational risk, respond strategically, and regain control of the narrative.

https://lnkd.in/eqn-niFf

#PPPloans #CrisisPR #ReputationManagement #DOJ #LegalCrisis #CrisisResponse #RedBanyan

Brand strength today is measured by how quickly and clearly you respond when expectations change.

In my new piece for Fast Company, I share why responsiveness has become a defining trait of leadership and brand trust.

Read the full article here:

Open article: A new era defined by brand responsiveness by fastcompany.com

A new era defined by brand responsiveness

Honored to speak at the Winter Meeting of the Business Law Section of the Florida Bar this week. Big thanks to The Florida Bar and to Stephanie Lieb of Trenam Law for organizing such a thoughtful and engaging event.

We had a direct and dynamic conversation about the intersection of law, media, and crisis management — a space where strategy and speed can make or break reputations. 

Grateful for the opportunity to share real-world insights with a sharp group of legal professionals.

https://flabizlaw.org/

#FloridaBar #CrisisPR #ReputationMatters #RedBanyan

I lead and recover enterprise digital transformation and delivery initiatives, with 20+ years of experience across global, matrixed organizations.

I have owned and governed €50M+ transformation portfolios, including ERP modernization, enterprise platform rollouts (SAP, Microsoft), operating model redesign, and AI-enabled programs. My background spans CIO-level transformation leadership, global program governance, and value realization across organizations such as AGCO, Amcor, and Salesforce.

I am typically engaged where transformation efforts are at risk, over-optimistic plans, weak governance, unclear accountability, or programs that have gone live without delivering business results. I specialize in restoring execution discipline, establishing clear decision rights, aligning senior stakeholders, and translating strategy into sequenced, executable delivery roadmaps.

A core focus of my work is ensuring sustained ROI from transformation investments. This includes validating benefit assumptions, embedding value ownership into governance, driving adoption, and maintaining post-implementation performance tracking to prevent value erosion after go-live.

Today, I work in senior leadership, interim, and enterprise advisory capacities with CEOs, CIOs, and executive teams delivering mission-critical transformation initiatives, including enterprise AI adoption at scale. My approach is pragmatic, execution-focused, and grounded in real operating experience.

I focus on what works inside complex organizations, delivering outcomes that stand up to executive and board scrutiny.

Zoltan Szabo

Positions are temporary.
Ranks and titles are limited.
But how you treat people will always be remembered.

I've seen this play out over two decades of leadership.
The VP who dismissed the intern's idea in a meeting?
Still remembered, years later.

The Director who took time to mentor someone two levels below?
Still referenced when they're not in the room.

The Manager who threw their team under the bus to save face?
People don't forget that either.

Your title gives you authority for a moment.
But your character builds your legacy forever.

Titles come and go.
Companies restructure.
Roles change.
But the way you made people feel? That stays.

So if you're climbing the ladder, ask yourself:
Who am I becoming on the way up?

Because the people you pass will remember.
And when you need allies, advocates, or just someone willing to work with you,
They won't remember your title.
They'll remember how you treated them.

Lead like you'll need those relationships later.
Because you will.

I Help Mid-Level Professionals Find Roles And Advance Their Careers At Top Companies | Career & Leadership Coach

Be open to learn, unlearn, and relearn.
This is the mindset that separates leaders who grow from those who plateau.

I've worked with executives across four continents, and the ones who keep rising all share this trait:
They don't cling to what used to work.

Learn — Stay curious. Ask questions. Absorb new perspectives, even when they challenge your assumptions.
Unlearn — Let go of outdated beliefs, processes, and habits that no longer serve you. What got you here won't always get you there.
Relearn — Adapt. Evolve. Be willing to approach the same problem with fresh eyes and updated thinking.

The career landscape is changing faster than ever.
Remote work. AI. Flatter orgs. New leadership expectations.

If you're still leading the same way you did five years ago, you're already behind.
The best leaders aren't the ones who know the most.
They're the ones who stay flexible enough to keep evolving.

It's a full-time job to believe in yourself.
No days off.

Especially when you're job searching and the rejections keep coming.
When you're waiting for the promotion that feels overdue.
When you're leading a team that's doubting the direction.

Self-belief isn't a one-time decision.
It's a daily practice.

Some days, it's easier.
You get a callback.
A compliment.
A small win that reminds you why you're capable.

Other days? It's harder.
The silence is loud. The doubt creeps in. And you start questioning if you're good enough.

But here's what I've learned after two decades of leadership:
The people who win aren't the ones who never doubt themselves.
They're the ones who keep showing up anyway.

Who wake up and choose belief, even when evidence is scarce.
Who build momentum through consistency, not just confidence.

So if you're in a season where belief feels like work,
That's normal.

Keep going.
Keep applying. Keep leading. Keep learning.

Because the version of you that didn't give up?
That's the one who breaks through.

The problem isn’t that people don’t care about their jobs. 
It’s that companies don’t always care back.

You can work late. 
Answer emails at midnight. 
Pick up weekend calls. 
Go above and beyond, every single time.

And still be let go in a 10-minute call with zero warning.

That’s not a performance issue. 
That’s a system issue.

We’ve normalized sacrificing health, time, and family for roles that can disappear overnight.

A job should be part of your life. 
Not the whole thing.

Protect your peace. 
Set boundaries early. 
And never forget: you’re not disposable.

You’re a person, not a position.
Activate to view larger image,

Most leaders don't burn out from working hard.
They burn out from working on everything.

If you want to scale your leadership without losing yourself in the process, here's how:

1. Audit your calendar like it's a budget
Your time is your most finite resource.
→ Action: Block 2 hours this week to review your last month of calendar. Highlight everything that only you can do. Everything else? That's your delegation list.

2. Stop delegating tasks. Start delegating ownership.
Handing off to-dos doesn't free you up. It just creates more check-ins.
→ Action: For one recurring responsibility, assign full ownership, not just execution. Let someone else own the outcome, the decisions, and the follow-through.

3. Build systems, not dependencies
If your team can't move without you, you're not leading, you're bottlenecking.
→ Action: Document one process you repeat weekly. Turn it into a playbook or template others can follow without needing your approval.

4. Protect your strategic time like it's non-negotiable
Reactive work will fill every gap you leave open.
→ Action: Block 3-5 hours per week as "strategic focus time." No meetings. No Slack. Just high-level thinking, planning, and decision-making.

5. Learn to lead through questions, not answers
The more you solve, the more dependent your team becomes.
→ Action: Next time someone brings you a problem, ask: "What do you think we should do?" Let them think through it. Coach, don't rescue.

Scaling your leadership isn't about doing more.
It's about doing less of the right things.

When you delegate ownership, build repeatable systems, and protect your energy for what actually matters,
You don't just survive leadership.
You sustain it.

Follow me for more leadership strategies that help you grow without burning out.

Most professionals think networking is about collecting contacts.
Executive-level networking? It's about building strategic layers of influence.

If you want doors to Director and VP roles to open, you need three distinct networks working together:

Peer Network: Your Rising Allies
These are the people at your level who will rise with you.
When they get promoted, they remember who supported them on the way up.
→ Build 5 strong peer relationships in adjacent functions
→ Schedule monthly check-ins to share wins and challenges
→ Trade insights, offer help, build real trust

Upward Network: Your Executive Sponsors
These are the decision-makers who control access to bigger roles.
They're not just watching your performance—they're advocating for your potential.
→ Identify 2-3 senior leaders outside your direct chain
→ Add value before asking for anything
→ Volunteer for cross-functional work they care about
→ Stay visible without being transactional

External Network: Your Opportunity Pipeline
These are industry contacts, recruiters, and former colleagues beyond your company walls.
When internal doors close, external ones open.
→ Engage with 3-5 external contacts each month
→ Comment on their content, share their insights
→ Stay top of mind so your name comes up when roles open

Here's why this compounds:
Your peer network becomes your referral engine.
Your upward network becomes your advocacy team.
Your external network becomes your safety net and growth path.

Most people only focus on upward networking (impressing the boss).
But the real magic happens when all three layers are working in parallel.

Because promotions don't just come from your manager's approval.
They come from being known, trusted, and recommended across multiple circles.

Start building now.
Not when you need a job. Not when you want a promotion.

And remember to follow me for more career strategies that position you for leadership opportunities.

The 3 Layer Networking Strategy

The best opportunities never make it to the public board.
I wrote about what's broken on the LinkedIn job search and the exact playbook that's working in 2026.
Read it here: https://lnkd.in/eyq6f8Tu

Most managers aren't bad at leadership.

They're just drowning in other people's urgency.

Slack pings. "Quick questions." Last-minute meetings.
By Friday, your week is gone — and somehow nothing important moved.

That's not a workload problem.

It's a leakage problem.

Here's the uncomfortable truth most managers miss:

You don't lose authority by being available.
You lose authority by being reactive.

The strongest leaders I work with don't do more.

They filter, protect, and decide.

One VP I coached reclaimed 12 hours a week — without a single complaint from her team.

That's what I call a Leadership Firewall.

Not walls.
Not distance.
Not disappearing.

Clear rules that protect:
– Your time
– Your energy
– Your decision-making authority

So you can lead without firefighting.

I built a framework for this:

The Leadership Firewall
3 Rules to Lead Without Firefighting

Built for managers who want to:
– Stop reacting all day
– Create real focus time
– Set boundaries without sounding apologetic or unavailable

If you feel busy but not effective…
If your calendar runs you instead of the other way around…
If leadership feels heavier than it should…

This will land.

DM me "FIREWALL" and I'll send it over.

How to Build Relationships With Recruiters That Lead to Actual Opportunities

Most people treat recruiters like vending machines.
They reach out when they need something, then disappear.
And then they wonder why recruiters never think of them when great roles open up.

Here's the truth: Recruiters work with hundreds of candidates.
If you want to be top of mind, you need to build an actual relationship.

Here's how to do it:
1. Respond to recruiter outreach (even when you're not looking)
When a recruiter reaches out on LinkedIn, don't ignore it just because the timing isn't right.
-> Reply with: Thanks for thinking of me. I'm not actively looking right now, but I'd love to stay connected for future opportunities. Here's what I'm interested in long-term...
-> This keeps you on their radar and shows you're professional and open to conversation.

2. Be crystal clear about what you want
Recruiters can't help you if they don't know what you're looking for.
Vague responses like I'm open to anything make you forgettable.
-> Be specific: I'm targeting Director-level operations roles in tech or SaaS companies with 200-500 employees, ideally in hybrid or remote setups.
-> The clearer you are, the easier it is for them to match you with real opportunities.

3. Make it easy for them to sell you
Recruiters are your advocates to hiring managers. Give them the tools they need to position you well.
-> Keep your LinkedIn updated with clear accomplishments, metrics, and impact.
-> When you talk to a recruiter, share 2-3 strong talking points: I've scaled teams from 5 to 30, reduced churn by 40%, and led three successful product launches.
-> The easier you make their job, the more likely they'll push you forward.

4. Stay in touch without being annoying
Don't disappear after one conversation. But don't spam them weekly either.
-> Check in every 3-6 months with a quick update: Hey, just wanted to let you know I recently led X project. Still keeping an eye out for Director roles if anything comes across your desk.
-> This keeps you top of mind without being pushy.

5. Treat them like partners, not gatekeepers
Recruiters want to place great candidates. When you succeed, they succeed.
-> Be responsive. Show up to calls on time. Follow through on what you commit to.
-> If they present you for a role, give them feedback afterward—whether you move forward or not.
-> Build trust by being professional, communicative, and easy to work with.

The best opportunities don't always get posted.
They go to people recruiters already know, trust, and think of first.
Build those relationships now, and you'll have a network working for you when the right role opens up.

Save this post if you're ready to build recruiter relationships that actually pay off.

Your company badge is a piece of plastic.

Your reputation belongs to you.

I just published something for everyone who's been blindsided by a "performance concerns" letter after years of crushing it.

New on Substack

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