We help you find the right person for a senior role in your organisation.

You need to know how a director handles a missed diagnosis, a staffing shortage or a complaint from a family. We ask candidates to talk through decisions they have made and check those accounts with people who worked with them.

Running a diagnostic centre is different from running a hospital with wards, theatres and emergency care. We agree the experience your role needs before we approach anyone, including the size of the service and the patients you serve.

A new director may have to change working practices among doctors who have served for years. We look at how candidates have earned cooperation, dealt with disagreement and kept care standards in place.

A programme lead may answer to a ministry, a board and a funding partner. We ask who approved their previous projects, how they handled delays and what they delivered within those limits.

Your team needs to be able to explain why it chose a candidate. We assess people against the agreed requirements and ask about procurement, conflicts of interest and decisions they have had to account for.

Some candidates can present a plan but have had little responsibility for delivering it. We look for evidence of completed work, including budgets, deadlines and how they involved the communities the programme served.

A candidate may have grown a loan book or won large accounts while leaving another team to deal with the risk. We ask about credit quality, customer complaints and what happened after the business came in.

Insurance, banking and payments each ask different things of a leader. We check which products, reporting duties and regulatory relationships candidates have handled, rather than treating financial services as one job.

Senior people often have long relationships with their employer and clients. We approach them in confidence and discuss the scope of your role, the authority they would have and the reasons they might consider leaving.

A CTO in a small software company may still write code. In a telecoms business, the same title can mean responsibility for networks and large operational teams. We settle what your person will own before comparing candidates.

Candidates can speak well about systems they planned but never launched. We ask what they shipped, what failed after launch and which decisions they made themselves. Technical colleagues help us check the detail.

Some candidates compare your role with remote jobs paid in another currency or with shares in a growing company. We discuss those expectations early so you can decide what you can offer before interviews begin.

A senior hire may have a strong reputation without the client relationships your practice needs. We ask how they won work, who delivered it and how much business depended on their own involvement.

Your new partner or director may need to price work, supervise juniors and deal with a dissatisfied client. We assess those responsibilities alongside their technical experience.

A move between firms can involve client conflicts, partnership terms and work that must finish before departure. We discuss these points with the candidate early and help you plan a workable start date.

A person who has led a producing oil field may need different experience to run a power plant or develop a solar project. We look at the equipment, project stage and operating conditions they have worked with.

We ask candidates about times they stopped work, challenged a contractor or dealt with an incident. References help us understand how they behaved when production targets and safety concerns came into conflict.

A site role may involve rotations, travel or living away from family. We discuss the actual arrangement before presenting a name, including accommodation and how often the person can return home.

A manager from a large automated plant may find a smaller operation with unreliable power and older machinery difficult. We check the conditions they have worked in and how they kept production running.

We ask what happened to defects, waste, maintenance and staff turnover when a candidate increased production. You need someone whose results will hold up after the first few months.

Changes to shifts or production targets can cause friction with supervisors and operators. We ask how candidates introduced changes and check their account with colleagues who saw the work.

A candidate who understands poultry or cocoa may have little experience of irrigated vegetables or grain processing. We check the crop, production cycle and scale they have managed against what your operation needs.

A good harvest alone tells you little about a manager. We ask about input costs, yields over several seasons, losses and the decisions they made when weather or prices changed.

Many farm and estate roles sit far from major cities. We discuss the site, accommodation, travel and family arrangements before interviews so the candidate understands the life that comes with the job.

A candidate may list a large development without having controlled its budget or contractors. We ask which part they owned, what it cost, when it finished and how they dealt with defects after handover.

Buying land, securing approvals and building a property require different experience from managing tenants and maintaining an occupied site. We agree which stage your new hire will lead.

Your leader may have to deal with contractors, planning authorities, residents and investors. We ask about disputes they have handled and check how they protected the project while keeping those relationships workable.

Air cargo, port operations and last-mile delivery need different knowledge. We check the routes, fleet, facilities and volumes candidates have managed so you can judge whether their experience fits your business.

We ask what happened to delivery times, damage, customer complaints and driver turnover when a candidate reduced costs. A savings figure needs that context before you can rely on it.

A delayed shipment or grounded aircraft can affect several customers at once. We ask candidates to walk through an actual disruption, including what they told customers and how they organised the response.

A candidate may have worked on a popular product without leading its growth. We ask which decisions they made, what budget they controlled and how sales changed in the channels they managed.

Selling through supermarkets differs from supplying independent shops or distributors. We check the customers, territories and sales teams candidates know, including how they handled stock and payment problems.

Discounts and promotions can lift sales while reducing profit. We ask about margins, returns, expired stock and repeat purchases, so you can see how candidates arrived at their results.

Running one successful branch is different from leading twenty. We ask how candidates trained store managers, tracked stock losses and kept service consistent across locations.

An e-commerce lead needs to understand fulfilment, payments, failed deliveries and returns as well as marketing. We look at how candidates handled the whole order journey.

A candidate may quote higher traffic or sales without accounting for discounts and acquisition costs. We ask about repeat customers, order margins and the spending needed to achieve growth.