Friday, August 9, 2019 by julie
Chief Financial Officer for a multi-state B2B leader wants to double revenues over next 5 years organically and through acquisitions.
Northeast Sales Manager for a U.S. division of a European-based global manufacturing and chemicals company that has a strong North American presence and is expanding into new markets and new accounts.
Marketing Communications Director for an innovative B2B that has sustained revenue growth in domestic and global markets.
Operations Manager for a growing, privately held transportation leader with multiple locations in USA.
Chief of Staff for a national healthcare system with high profile programs and partnerships that is focused on best practices in primary care delivery.
CISO for a global bank that is investing in new enterprise-wide technology.
SEC Reporting Analyst for a global manufacturer that has 25+ SBUs on 5 continents; several billion ($) in annual sales with 50+ operating locations.
Human Resources Director for a manufacturer and distributor of consumer products.
Supply Chain Director for a PE backed roll-up of business products.
Sales Engineer for a specialty pump manufacturer.
Mergers & Acquisition Director for a North American engineering testing service.
General Manager for a privately-held manufacturer of specialty seals and fasteners.
IT Director for a privately-held distributor of audio-video equipment.
Marketing Director for a PE funded building services company that expects to double revenue over next two years via acquisitions and organic efforts.
COO/CFO for a start-up healthcare software business starting commercialization phase.
Senior Accountant for a public accounting firm that recently celebrated it's 100th anniversary in business.
Monday, July 22, 2019 by julie
With the span of companies we service ranging from start-ups to publicly traded global corporations, Bohan & Bradstreet has fielded the question from many different standpoints. The answer is not one size fits all. Hiring executives in larger companies partner with our firm to strategically target talent during a period of growth, change, or to confidentially replace leadership. Smaller family owned businesses or startups may need our team to market opportunities, advise on organizational structure or identify a role that will align and deliver business goals.
Here are a few reasons why a partnership with B&B yields a high return:
1) Time is money. Our search professionals streamline the process with an in-depth analysis of the client company keeping an eye on short and long term goals to clearly identify the role. Only the top candidates are presented so the hiring authority is evaluating key people. Interview coordination and close contact during the hiring phase and on-boarding also tightens process time.
2) Marketing is paramount in attracting top talent for your company. Our search consultants are representing your brand, strategic initiatives and big picture goals. Our approach is to communicate clearly the vision, history, and uniqueness of the company before discussing the role within.
3) The human factor is something to consider. Our candidates are making a weighty decision that may affect family. Career moves are all about timing and our search consultants are experienced in balancing what is important to each party to bring about a mutually satisfactory outcome.
4) B&B search professionals are tapped into the talent pool. In most cases, our placements are currently employed and not active in the market. We are continuously connected to a wide range of talent in all areas of expertise so we can target specific players to bring to your table.
5) With recognition by Forbes as one of the country's Best Recruiting Firms, celebrating 32 years in business, and having a team with decades of experience "seeing it all" in recruiting, our team is trusted by our clients for discretion, dedication and landing the best of the best.
Monday, July 8, 2019 by julie
A venture capital-infused business had absorbed acquisitions and centralized core functions, but was not being innovative or responsive to customer needs. The VP of Engineering & Product Development wanted to bring in a new leader to manage and stimulate a group of talented engineers and product designers. Four months after initiating the search, there had been two turn-downs and no new candidates on the horizon. The COO called Bohan & Bradstreet (B&B).
B&B visited the company, met with the senior leadership team, and learned about their history, organization structure, culture, and strategy. In addition, B&B was provided with a detailed description of the opportunity and reviewed the frustrations of not securing the right talent. It became obvious to B&B that the level of the search was too low and that something was broken in the interviewing and evaluation process. B&B made recommendations to alter the title, compensation, and reporting structure of the role. B&B interviewed individually all executives included in the candidate evaluation process and identified the differences in the vision and expectancies of the role. Corrections were made, B&B defined the search process, and within three weeks had three candidates competing on final interviews.
The selected applicant started 46 days after B&B was originally contacted.
Friday, June 28, 2019 by Bailey
The majority of career driven professionals do not interview very often so when a strong motivation occurs to change employment or an opportunity appears that is irresistible, most are unprepared for the interviewing process. Getting an interview can be challenging and requires a marketing driven resume, often a strong network of informed business professionals, the appropriate opportunity, good timing, and a bit of luck. Preparing for the interview requires researching the company and individuals that you will be meeting with, preparing examples of experiences and knowledge that relate to the opportunity, and developing a list of questions that exhibit interest in the business model, culture, leadership, and role. Assuming all of this has been accomplished, the day of the interview is before you.
Here are five turnoffs that derail the most qualified and prepared candidate even if you think you did well:
Too Early or Being Late: Time management is very important. Being too early or arriving late for an interview indicates poor time planning and management. Arrive 37 minutes prior to the designated interview time.
Inappropriately Dressed: Know who you are interviewing with and dress for success. Being too casual is a turnoff just like too much makeup, perfume/cologne, or jewelry. This is not a date nor a casual get together. Be conservative….first impressions are often lasting impressions and made in the first 23 minutes of the interview.
ME and not WE: Every company has goals and the role that you are interviewing for will require leading or contributing on teams that are goal driven. When an applicant is too heavy on the selfpromotion and their personal advancement, it is a turnoff. Illustrations of experiences, contributions, and knowledge must be a combination of “me” and “we” statements that showcase success working with internal and external customers.
Talking Down on Former Employers or Bosses: Interviewing is not a confessional. Talking poorly about past employers establishes a negative tone and makes the hiring authority question what you might say about them in the future. If you can’t say something positive about your former employer, then do not say anything at all.
Being a “Yes” Person: Companies are looking for candidates that are career driven, want to contribute to the success of the business, and have a voice in change and evolution. That requires a backbone and a desire to speak up and not always agree. If you are portrayed as a “Yes” person then you stand for nothing and you will fall for anything.
Friday, June 14, 2019 by julie
Talent is best defined as gifted and high quality employees with the natural ability to excel at a duty or action. As positive differentiators, talent ranges from 3% to 15% in the vast majority of companies, regardless of size. In recent years, the pendulum swung from the company in favor of talent. The momentum of organic growth, reemergence of the IPO, creation of new products, push on completing acquisitions, attractiveness and availability of inexpensive money, and expansion of international markets have all contributed to the increasing need for talent. Couple that with lean bench strength, a lack of talent development, and increasing retirements of baby boomers have additionally led to an intriguing marketplace. So why will talent leave? One reason is not being challenged; therefore feeling undervalued or appreciated. Talent is passionate about making a difference and if not challenged and empowered, will be encouraged to take their passion elsewhere. Talent is wired to improve and add value. They are built to change and innovate. Talent has good ideas, insights, and observations. If you don't listen to them, someone else will. Another reason is lack of respect for leadership. Talent wants to contribute and leadership needs to give them a voice and increase their responsibilities. Leaders don't take credit, they give it. Failure to inspire and recognize talent is another way of asking them to leave. Businesses do not fail, leadership fails. Success is most often based on strong leadership and the ability to attract, manage, motivate and retain the talent needed to move the business forward. To retain talent, leadership needs to challenge, engage, and value these key employees. Talent needs to be rewarded emotionally, intellectually & financially. Empowering leadership and stimulated talent breeds success.
Get insight into executive recruiting philosophies and strategies, business trends, career coaching, and best practices from the B&B team.