The executive search firm
that grew up in staffing.
We search across sectors. In HR services and staffing, we search from the inside. Ineke has worked in this business since 1993, from the branch to the boardroom; Elbrich sat in the CHRO chair at some of its largest players. That changes what we hear in a candidate, and what we can tell you about your next leader.
The trade is changing faster than its leadership.
Margin and pricing
Volume is no longer the story. Mix, specialisation and the courage to say no to the wrong contract decide the margin. We know which leaders have done that, and which have only talked about it.
MSP, VMS and the large buyers
The biggest clients buy differently now: programmes, platforms, procurement. Leading a firm that sells into that world asks for a different commercial mind than leading one that sells branch by branch.
Buy-and-build and private equity
Consolidation is the sector’s tempo. Integrating cultures, systems and brands under pressure of a value plan is a craft in itself. We have run it, on both sides of the table.
The AI transition
Matching, sourcing and screening are being rewritten. The question for a leader is not whether they can talk about AI, but whether they can take a workforce of recruiters through it. We built our own AI-supported search platform, so we compare notes rather than test buzzwords.
Scarcity and the changing worker
Flex, permanent, freelance, international: the worker chooses, and the firm follows. Leaders who understand inflow, employer brand and retention from the inside are rarer than their CVs suggest.
Regulation and reputation
The rules tighten and the public eye sharpens. Compliance is table stakes; the leaders we look for treat it as part of the brand, not a department.
Easy to describe. Hard to verify.
Staffing leadership is the easiest to describe and the hardest to verify. Every candidate can claim growth. Insiders hear who actually carried it, and we hear that difference in the first hour of a conversation, because we have sat on the other side of the table.
CEO and managing director
Of staffing firms, HR-tech companies and the groups that own them. Founder-led, PE-backed or listed.
Commercial leadership
CCO, sales and account leadership for a market that buys through programmes as much as through relationships.
Operations and finance
COO and CFO for buy-and-build, integration and the margin work underneath.
People and culture
CHRO and HR leadership for organisations where people are the product, inside and out.
Boards and supervision
Non-executive and advisory roles for owners who want a voice that knows the trade.
Seasonal and interim
A leader for the phase, not for ever. Permanent or seasonal, in one hand.
The industry that looks inside every other industry.
There is a paradox in staffing that outsiders miss: it is the sector that looks inside every other sector. Run a staffing company and you see hundreds of organisations from within, from finance to manufacturing, from SME to government, from family business to PE portfolio.
That was never a spectator’s seat. As CEO, inflow, culture, marketing and delivery for thousands of clients were part of the daily work, not departments down the hall. As CHRO at large clients across every segment in the Netherlands, the people decisions of those organisations were ours to carry. That is how we came to know segments, sectors and roles from the inside, and why we recognise leadership patterns across them.
Staffing is where our judgment was formed, not where our work ends.
What we do, across sectors →Still in the room, every day.
Talk to someone who has run a staffing company.
One conversation with a partner. We tell you honestly whether a search is the answer, or something else.
Plan a conversation →Or call or WhatsApp one of the partners directly.