These aren't finished projects to review. They're evidence of how I operate — the decisions I help leaders make, the complexity I make visible, and the repeatable ways of working I build into every search. Shown here as anonymized artifacts.
How do we work together?
By designing the partnership before the sourcing starts — who owns what, when support scales up, and how success gets repeated instead of rediscovered.
Read the related Field Note →How do we execute when complexity increases?
By making a known constraint visible weeks in advance, so decisions get made with room to spare instead of under pressure.
Read the related Field Note → View the full case study →How do we make a first-of-its-kind search feel steady to the person living through it?
A newly created executive role, moved from recruiter screen to hiring decision in roughly six to seven days — calibrated through Hiring Compass, decided through the HC Brief process, and held together by one consistent experience the candidate felt from the first question to the offer.
"I had a feeling about this one from the very first question they asked me. Not a screening question, a human one, and it left room for an honest answer. The rest of the process went exactly the same way.
Thank you Alaine Mackenzie and Bri Majors."
— Robert Ritacca, hired candidate
How do we preserve organizational memory?
By keeping a search's reasoning, dead ends, and open decisions in a shared document instead of someone's head — so months of context never have to be re-litigated when priorities shift.
How do we align before the work begins?
By turning the kickoff into a shared view of what a healthy search actually looks like — not just who we're hiring, but how we'll know if the search itself is on track.
How do we make good judgment repeatable?
By translating a hiring manager's calibrated instincts into something a sourcing partner can act on independently, without a fresh conversation every time a new candidate shows up.