Friday, January 4, 2019
by julie
After 20+ years of partnering with clients and assisting hundres of candidates to advance their careers, B&B team leader Philip Pearlman has retired. No doubt he will enjoy his well-earned retirement as an avid gardener, music enthusiast, and travel the world with his wife. The team will miss his sense of humor around the office and we wish him happiness and health going forward!
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Friday, December 21, 2018
by julie
2018 has been a great year for the B&B team with goals surpassed including a record setting year for company founder Ed Bradstreet who just achieved $1,000,000 in revenues this week! Other highlights include being named on 2018 Forbes Best List for Recruiting and Executive Search. acquiring 15 new client partnerships, and anniversary milestones including the 30 year mark for Office Manager Julie Briggs. The B&B team is looking forward to carrying this tremendous success into 2019!
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Friday, December 7, 2018
by julie
At the end of the year, you should evaluate contributions made, skills developed, knowledge gained, and career options. Many career driven professionals create scorecards that can support career planning, measure personal development, and identify opportunities for improvement. Being aware of career options, whether with current employer or externally, is more prevalent as the economy moves forward and the need for talent increases.
Here are a few key factors to consider:
Business Model: Do you align well with the business? There are a lot of business models and as companies mature, models change and evolve. Many vertical manufacturers now outsource segments of manufacturing, therefore have moved from production to more of an assembly and supply chain model. Companies that were more R&D focused have become commercialized; others have become more decentralized, matrixed or global. Validate that your knowledge and skills align well with current business model and pending changes. Talent needs to adjust and contribute to move forward and achieve career aspirations.
Culture: Do you align with the existing culture? There are multiple obstacles in life and being employed in a culture that encourages and supports your development is critical for career progression. Leadership: Since 2007, many businesses have had significant change in leadership due to ups and downs in the economy, acquisitions, retirements, reorganizations, technology shifts, and markets served. Regardless of size and type of business, leadership needs to be measured and is second in importance for career development behind culture and engagement.
Value of Function: Not all functions are valued the same in every company. Is the value of your function and role aligned to your career goals? Functions (e.g. engineering, marketing, quality) fall into three categories: strategic, tactical, or required. Strategic is influencing the current business model and future events. Tactical is supporting current operations as well as evolution and change. Required is supportive, protective, and necessary but rarely value adding. Some companies view IT as a strategic component while others view IT as a required resource or a process for tactical delivery.
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Friday, November 16, 2018
by julie
The 4th quarter is when the yearlong numbers become real and leadership becomes accountable. It is the quarter that has the most expense cuts and reductions in employment. 4th quarter is when annual planning is completed, leadership is measured, and talent deployment is strategized for the upcoming year. It is the quarter for decisions to ensure the next year will meet or exceed expectations. The pressure on leadership is increasing due to retirements and job changes, but the majority is forced resignations due to inability to meet expectations and move the company forward successfully in this competitive global economy. Not everyone is a natural leader and the lure to increase visibility, gain power, and be rewarded is enticing and a confidence builder. The most common reasons why leaders fail are: (1) become selfserving and do not support their team; (2) will not delegate tasks to develop learning (become stressed out with work overload and create turnover of staff); (3) stop directing people forward; (4) become too political or arrogant; (5) become resistant to change and cannot adapt their style to a new environment (more reactive than proactive); and/or (6) do not communicate well with external and internal stakeholders. The challenge for most organizations is how do you go about finding the right leader for the right job at the right time? This requires planning and setting realistic expectations. First step is to define the search criteria. Sounds simple; however, B & B has found that 70+% of all exempt searches are altered from initial scope because hiring authorities are too inwardly focused and subconsciously not aligned with the goals of the role and the needs of the Job opportunities business. B & B partners with clients to create a complete and detailed description of core responsibilities, definition of opportunities to contribute, reporting structure, resources, client/candidate expectations, hard and soft skill requirements, and compensation. Before starting the search we want to make sure all parties have strategically evaluated the search and defined the interview process. The second step is to determine specific examples of workplace behavior and experiences that candidates should possess. B & B partners with clients to define and assess the technical and soft skills, knowledge, and business experience required for hiring talent. B & B will assist in creating a search scorecard to align all the decision makers, ensure the evaluation and selection process, and facilitate hiring to secure the right talent.
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Friday, October 26, 2018
by julie
Since 2017, B&B has placed candidates with 100+ companies, at 40+ business sectors, & in 15+ states. We averaged 42 calendar days from signed search agreement to candidate signed acceptance. 71% of our placements (150+ placements) were completed by submitting 3 candidates or less to our clients.
30 Recently Completed Searches:
Chief Financial Officer for a privately-held retailer, wholesaler, and ecommerce marketer
Application Engineer for an automotive flow controls manufacturer
Chief Executive Officer of a non-profit healthcare organization
Assistant General Manager with a national transportation company
VP Finance for a privately-held manufacturer of X-ray imaging and irradiation systems
Mechanical Engineer in a manufacturer of tape and dispenser products
Tax Manager with regional CPA firm
Human Resources Director in a North American B2B services corporation
Business Development Director for a global manufacturer of healthcare products
EVP, General Counsel with a global bank
VP Finance & Administration for a privately-held manufacturer and NDT service
Senior Associate with a national CPA firm
ERP Project Analyst with a PE financed national distributor of office products
COO/CFO for an emerging digital health company
Assembly Manager with a capital equipment industry.
VP Quality Assurance in a PE backed contract manufacturer of molded products
Chief Financial Officer for a privately-held manufacturer of skincare products
District Sales Manager of microscopes and measuring systems
Senior Credit Analyst with a regional bank
Materials Manager in a global automotive products manufacturer
Chief Financial Officer in a PE funded manufacturer of water management products
VP HR Transformation with a global bank
Business Development Leader with a PE funded precision products manufacturer
VP Finance with a PE backed, multi-state building services company
Senior Marketing Director with a global nutritional products industry
President of the capital financial division of a global bank
Process Engineer for a manufacturer of advanced material solutions
General Manager for a privately-held manufacturer of self-sealing fasteners
Production Supervisor in a privately-held consumer products manufacturer
Customer Support Director in a national business products industry
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