Our mission?

An industry in transition

I have been working in strategic recruiting for over 18 years. During this time, several profound changes have taken place – both externally and within the industry:

• Digitization

  From postal applications and the literal pile of rejection letters to automated processes and algorithm-driven decisions.

  
  

• Demographics

  From an employer's market to an employee's market, which will continue to dominate in the foreseeable future despite cyclical disruptions.

  
  

• Cultural change

  This entails a shift from an investigative hiring interview to a dialogue on equal terms between HR decision-makers and candidates.

  
  

• standardization

  The urge to standardize processes as much as possible under cost pressure and the counter-movement towards more individuality.

  
  

• New CVs

  From a lifelong employer to short job changes, to the possibility of reinventing oneself more than once during a career.

  
  

• Skill-based recruiting

  The focus on personal skills is increasingly replacing biographical selection criteria and leading to greater permeability in organizations.

The Fascination of Recruiting

The list of changes in the labor market could go on and on. That's why I find the "recruiting" system so fascinating: competitive advantages, especially for medium-sized organizations, increasingly arise from personnel decisions. All business is people business, and the stakes are high!

Orientation

The complexity of recruitment and selection is constantly increasing: from talent insights and competency mapping to new job profiles that (still) lack a rigid set of requirements. Despite the high availability of data, the framework conditions are sometimes difficult to analyze. Providing guidance offers companies genuine added value.

Consulting strength

I've had the opportunity to experience many different consulting approaches. From CV distributors to recruitment consultants who act as gray eminences and are the actual decision-makers, to digital-only providers who avoid personal interaction and hide behind AI-generated reports. None of this truly reflects my understanding. I want to have a direct impact and, through my work, provide a solid basis for decision-making for C-level executives, management, and HR professionals.

Guardians of the Process

Too often I've seen good appointments fail due to the decision-making process. Long waiting times, too many iterations, overly large decision-making bodies. Unclear requirements, sluggish communication, poor expectation management. Process steps for their own sake. All of this can be improved, but very often requires an external facilitator who keeps all stakeholders in mind. Without a rigid process structure, but with experience in assessing the right time for the next step.

Recruitment as a top priority

It's often emphasized that recruiting is one of the key success factors for companies. At the same time, the responsibility for filling key positions and the consequences thereof is frequently delegated. My clients understand that, as owners or top executives, they cannot simply abstain from these decisions. They also expect clear recommendations and strong opinions from their consultants. The results in these settings are significantly better, and on top of that, it's much more enjoyable to work this way.

We don't do everything differently or reinvent the wheel. Instead, we focus on clients who are a good fit for us and for whom we can make a real difference. We work exclusively for these clients with exceptional dedication. We have an in-depth understanding of the company specifics and business models behind the job descriptions. And our services don't create additional work; instead, they solve concrete challenges in filling key positions.