Strategic Team Build
When one hire isn’t enough.
We coordinate two to eight pivotal appointments as one program, with one assessment framework, aligned timelines and no placement fee for any hire. For leadership teams, new functions and roles that must work together from day one.
When to use Strategic Team Build
Several appointments, one coordinated program.
For moments when the situation, not a single role, defines the brief. Assessing every role on shared team criteria works better than a series of separate searches.
Ownership change
After an acquisition, a change of owner or a separation.
Assembling the leadership and functional layer, often within the first 100 days.
New function
When a capability has to be built, not filled.
A new function, regional capability or leadership layer around expansion, transformation or market entry.
Carve-out or integration
When timing and interdependencies matter.
Coordinated appointments where operating model changes and sequencing matter as much as the individual hires.
Succession and bench strength
When several critical positions need cover.
Building strength across several positions rather than treating succession as a single-role decision.
Selected work
Recent team builds, anonymized.
Real programs, anonymized by sector and ownership. Each shows the situation, how the roles were run together and what the client gained.
Energy joint venture of two international groups
A leadership team and job architecture for a company still being founded.
- Context
- The joint venture had no organization yet, and its governance called for an independent leadership team that could not be seconded from either parent.
- Approach
- As the independent HR partner, we turned the business plan into a role-by-role organization, wrote the role profiles and pay bands, and ran the external searches, including the CEO, under our own name together with the shareholders.
- Outcome
- A governance-ready leadership structure and an independent executive team, recruited in time for the planned start of the business.
International organization, regulated sector
A corporate M&A team built as one program.
- Context
- The organization set out to grow through a steady program of acquisitions and needed a corporate development capability, not a single seat.
- Approach
- We ran the M&A manager and M&A associate searches as one team build: shared criteria for the team, the experience level set per role, and internal and external candidates for each role assessed side by side.
- Outcome
- A two-person corporate M&A team appointed to anchor the buy-and-build agenda.
PE-owned industrial distribution group
Treasury, tax and reporting capacity after a change of ownership.
- Context
- After a change of ownership, the group needed treasury, tax and reporting capability of its own, and quickly.
- Approach
- We ran the searches for a newly created head of treasury and for cash management, tax and group reporting roles as one coordinated program, alongside interim finance managers contracted directly by the group.
- Outcome
- The new finance roles were filled through one program, with research and candidates shared across the roles and no placement fee on any hire.
What you receive
One program, documented as a whole.
Each role gets its own documentation and the program gets a team view, so the appointments can be compared and sequenced.
- 01
Team architecture
Structure, role interdependencies, sequencing and the criteria for each role, agreed before the searches start.
- 02
Shared market map
One map of the relevant market for all roles, so research and candidates carry over between searches.
- 03
Candidate reports and a team view
A report on every shortlisted candidate, plus a view of how the candidates fit the wider team and capability mix.
- 04
Coordinated close
Offers, references and onboarding planned together, so the team starts with clarity.
One assessment framework
Shared team criteria for every role, plus criteria and seniority specific to each role, scored on one scale so internal and external candidates can be compared.
One statement of work
Every additional hire joins the same statement of work, with shared research and no placement fee.
Real-time client portal
Every search in the program visible day by day, from longlist to shortlist.
How it works
One program, four stages.
The searches run in step, so what is learned in one role informs the next. Timing follows the program and your interview rhythm.
Stage 1
Design
Team structure, role interdependencies, sequencing and the criteria: shared for the team and specific to each role.
Stage 2
Search
Coordinated searches with shared market intelligence and aligned timelines.
Stage 3
Calibrate
Candidates assessed individually and in relation to the wider team, capability mix and culture.
Stage 4
Onboard
Coordinated offers, onboarding and early integration, so the team starts with clarity and cohesion.
Commercial terms
One statement of work, one budget ceiling, no fee per hire.
The program runs on one statement of work with a pre-agreed budget ceiling. Each additional hire joins the same statement of work, with shared research, and carries no placement fee.
The ceiling is an upper limit, not a fixed price: you pay for the work delivered.
46–58%
below the agency benchmark in our 2026 partnership reviews. How we measure
Statement of work
Strategic Team Build
- Team architecture and criteria
- Agreed
- Roles in the program
- 2–8
- Shared research across roles
- Included
- Budget ceiling
- Before we start
- Fee per additional hire
- None
