The Work Speaks for Itself.

A founder had built her in-home healthcare services company from the ground up, navigated COVID, and was ready to scale again. She had a revenue goal that was five to six times her current size and a timeline to get there. The consultant she had brought in to help think through the next stage of growth declined to stay on and run the business, and referred her to SRG.

She came to us thinking she needed a COO, Integrator, or possibly a President. Someone to run the day-to-day while she focused on vision and growth.

We pushed back.

Through the intake and diagnostic process it became clear the business did not need an operational second-in-command. It needed a leader who could drive revenue, strengthen commercial execution, and eventually carry full responsibility for the business. We went to market, ran a comprehensive search, and one candidate stood out so clearly that the founder made a decision. Not to hire him for the original mandate. To hire him as her CEO.

We ran a comprehensive search, reached out to roughly 160 candidates, spoke with more than 50, and delivered a tightly vetted shortlist of highly qualified leaders. The search was completed in approximately five and a half weeks.

A fast-growing financial services company had scaled to significant revenue in under five years. The business was moving. The IT infrastructure was not. There was no real IT strategy, limited cybersecurity readiness, no visibility into data risk, and no centralized understanding of which tools and systems were actually being used across the organization.

The CFO and an outside consultant came to SRG thinking the company needed a CTO.

We spent time with the team and asked different questions. What they needed was not someone to build a product technology roadmap. They needed a CIO who could take a top-down view of IT risk, assess the current environment, create structure, improve governance, and build an IT function capable of supporting continued scale.

That is a different position, a different candidate profile, and a different search entirely.

SRG identified three strong CIO candidates from its network within two to three weeks. The company interviewed two and moved quickly to an offer. The CIO has been with the company for several months and has built the IT infrastructure the business needed to keep growing.

By the time this CEO called SRG, he had been looking for a CFO for eight and a half months. He had already made one hire early in the process. That person didn't work out and left the finance function in worse shape than before.

The challenge wasn't just finding a strong CFO. It was finding someone who understood how to lead finance inside a smaller entrepreneurial company but also had the range to help the business scale three to four times its current size. And critically, someone who had actually lived in the event management space and could contribute from day one.

SRG went to market with a clear understanding of the mandate. We identified a CFO who had exactly the right combination of entrepreneurial finance experience and direct industry background. The full search was completed in six and a half weeks.

The CFO came in, restructured and professionalized the finance function, and gave the CEO the visibility into the numbers the business had been missing. He is still in the seat.

A PE-owned aerospace company had experienced a security breach the year before. They needed to hire a Senior Director of Global IT Security, and they needed someone who could do more than manage technical security. They needed a senior leader who could build and manage the entire information security function, strengthen governance, improve incident response, support compliance, and give leadership real visibility into security risk across the organization.

The internal HR team had worked on the position for nearly three months. They had struggled to find enough qualified candidates to build a real pipeline.

The CIO recommended bringing in SRG. We came in with a targeted approach, identified three strong candidates, and the company hired the strongest fit.

The new leader joined, addressed the security issues directly, and built a more structured global IT security function that gave the business the protection and governance it had been missing.

A partner at a private equity firm reached out to SRG about one of their portfolio companies. The business was struggling. The person running operations was in over their head and the PE partner knew it. A stronger operational leader was needed, but the situation required complete discretion.

They could not create internal concern. They could not tip off the existing leader. They could not allow the search to become visible in the market in any way.

This was not a position that could be posted publicly or handled through a broad recruiting process. It required targeted outreach, careful candidate communication, and a search partner who understood how to move quickly without leaving a trace.

SRG ran the search with complete confidentiality. We identified the right COO, managed every conversation with the care the situation demanded, and delivered a placement in six and a half weeks.

The result was a clean leadership transition, a stronger operator in the seat, and a portfolio company better positioned to stabilize and execute.