Data as of Sep 9, 2026 · Based on 336 AI responses from ChatGPT Search and Google AI Mode · See how Parse measures this
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Source | Citation share |
|---|---|
 How to Choose the Right Executive Search Firmhttps://www.linkedin.com/pulse/how-choose-right-executive-search-firm-stanton-chase-international-fvppf | 4.0% |
 How to Choose the Right Executive Search Firmhttps://www.stantonchase.com/insights/blog/how-to-choose-the-right-executive-search-firm | 3.4% |
 How to Select an Executive Search Firm | Ask These Questionshttps://scmtalent.com/how-to-select-an-executive-search-firm | 3.2% |
 Evaluating Top Executive Search Firms: 14 Questions to Ask Before You Choose a Partnerhttps://www.roberthalf.com/us/en/insights/hiring-help/evaluating-top-executive-search-firms-7-questions-to-answer | 3.2% |
 How to Choose the Right Executive Search Firmhttps://www.trisearch.com/copy-of-staffing-agencies-for-the-hospitality-industry-pros-cons-and-tips | 2.8% |
 Choosing the Right Executive Search Firm: Your Guide — Nexus Search Partners - Retained Executive Search - Charlotte, NChttps://www.nexussearchpartners.com/insights/choosing-the-right-executive-search-firm-your-guide | 2.6% |
 5 Things to Look for in an Executive Search Firm - Goodwin Recruitinghttps://www.goodwinrecruiting.com/5-things-to-look-for-in-an-executive-search-firm | 2.2% |
 Executive Searchhttps://www.kornferry.com/capabilities/talent-acquisition/executive-search | 2.1% |
 How do Executive Search Retainers Work? - Hunter Recruitinghttps://www.hirecruiting.com/newsroom/how-do-executive-search-retainers-work/ | 2.0% |
 How to Choose the Best Executive Search Firmhttps://www.constellationsearch.net/resources/blog/how-to-choose-the-best-executive-search-firm/ | 1.9% |
Yes. For a **very senior executive hire—CEO, CFO, COO, CRO, CHRO, CTO, business-unit president, or board-level role—I would treat the search firm as a strategic advisor, not a recruiter.** The biggest mistake is choosing based on brand name alone. ### 1. Start with 4–6 firms, not 20 A sensible initial universe would…
Yes. For a very senior executive hire—CEO, CFO, COO, CRO, CHRO, CTO, business-unit president, or board-level role—I would treat the search firm as a strategic advisor, not a recruiter. The biggest mistake is choosing based on brand name alone.
A sensible initial universe would include:
The Association of Executive Search and Leadership Consultants (AESC) is a particularly useful starting point: it maintains a directory of vetted member firms and recommends evaluating firms on things such as industry/function knowledge, conflicts, methodology, and the actual consultant who will run the assignment.
This is where I'd be demanding.
Ask each firm:
“Who specifically will be the lead consultant on this search, and what percentage of their time will they personally spend on it?” Then meet that person—not just the firm's rainmaker.
You want the senior partner who has actually conducted searches like yours, not someone who sells the engagement and hands it to a junior team.
Ask for:
Give each firm a reasonably detailed description of the role and ask:
“Before we talk about candidates, show me how you would define the market.”
A great firm should quickly be able to discuss:
AESC specifically emphasizes that a good retained search firm should bring deep knowledge of the client's industry, competitors, function, organizational culture, and hard-to-find talent, rather than simply supplying resumes.
This is a big one.
Suppose you're a financial-services company. A firm might tell you it has a fantastic network of CFOs—but if it has agreements preventing it from recruiting executives from 30 companies you consider your target pool, that network may be considerably less useful.
Ask:
“Which companies are currently off-limits to you for this search, and why?” And:
“What other searches are you currently conducting that could create a conflict with this assignment?” AESC's guidance specifically calls out conflicts and off-limits arrangements as terms that should be discussed and resolved with the client.
Don't accept:
“We have a proprietary database and an incredible network.” Instead ask:
“Walk me through the first 30 days.”
You should hear something resembling:
The best firms are not simply retrieving people from a database; they're creating a market map and proactively recruiting people who aren't applying for jobs.
This is subtle but extremely important.
“Is Spencer Stuart good?” is almost the wrong question.
The better question is:
“Is the particular Spencer Stuart partner I'm talking to exceptionally good at recruiting this particular type of executive?” The same applies to every major firm.
I'd rather hire a relatively small firm whose senior partner has personally placed 15 executives like the one I need than a famous global firm where the relevant partner has done three.
Don't just ask:
“Were you happy with them?” Ask former clients:
That last question is particularly revealing.
Retained search economics vary, but the important thing isn't merely getting the lowest fee. You want the contract to clearly define:
AESC specifically identifies fees, payment schedules, deliverables, guarantees, off-limits, conflicts and data management as issues that should be addressed in the engagement.
I'd run this as a mini-RFP, but keep it simple:
| Stage | What I'd do |
|---|---|
| 1. Longlist | 6 firms: 3–4 major firms + 2–3 highly specialized boutiques |
| 2. First meeting | 45–60 minutes with the actual lead partner |
| 3. Written proposal | Give everyone the same role specification |
| 4. Market test | Ask each to map the target executive universe |
| 5. References | 2–3 client references per finalist |
| 6. Finalists | Narrow to 2 |
| 7. Contract | Negotiate economics, guarantees, conflicts/off-limits and partner commitment |
| 8. Select | Choose the partner + methodology, not the logo |
I'd also tell the finalists that you are interviewing them competitively. The good ones won't be offended; they'll recognize that this is how a sophisticated client should run a senior search.
Write a one-page “success profile” for the executive—not a job description.
Include:
Then give exactly the same document to every search firm.
That makes their pitches much easier to compare—and exposes firms that are simply giving you a generic presentation.
If you tell me the role (e.g., CEO, CFO, CRO), your industry, company size/stage, and geography, I can build you a shortlist of 5–8 specific retained-search firms and tell you which ones I'd interview first, including the particular practice/partner profile I'd look for.
Then give exactly the same document to every search firm.
That makes their pitches much easier to compare—and exposes firms that are simply giving you a generic presentation.
If you tell me the role (e.g., CEO, CFO, CRO), your industry, company size/stage, and geography, I can build you a shortlist of 5–8 specific retained-search firms and tell you which ones I'd interview first, including the particular practice/partner profile I'd look for.
Retained search economics vary, but the important thing isn't merely getting the lowest fee. You want the contract to clearly define:
AESC specifically identifies fees, payment schedules, deliverables, guarantees, off-limits, conflicts and data management as issues that should be addressed in the engagement.
I'd run this as a mini-RFP, but keep it simple:
Hiring a senior-level executive—such as a C-suite leader or board member—requires a high-touch, discreet, and deeply strategic approach. Unlike standard contingency recruiters, a retained executive search firm acts as your consultative partner, paid on a phased retainer to thoroughly map the market and deliver an…
Hiring a senior-level executive—such as a C-suite leader or board member—requires a high-touch, discreet, and deeply strategic approach. Unlike standard contingency recruiters, a retained executive search firm acts as your consultative partner, paid on a phased retainer to thoroughly map the market and deliver an elite, culturally aligned candidate.
Finding and selecting the right firm for your specific mandate involves a clear, structured evaluation process:
During your pitch meetings with prospective search firms, evaluate them on these core areas:
Finding the right retained search partner often comes down to personal chemistry and trust under high-pressure scenarios.
If you can share the industry/sector and the specific executive role (e.g., CEO, CFO, VP of Engineering), I can help recommend specific search practices or boutique firms that specialize in that space.
Hiring a retained executive search firm for a very senior role (CEO, C-suite, business unit president, board member, or critical functional leader) is less like hiring a recruiter and more like selecting a strategic advisor. The best firms are not interchangeable; the right choice depends heavily on the role,…
Hiring a retained executive search firm for a very senior role (CEO, C-suite, business unit president, board member, or critical functional leader) is less like hiring a recruiter and more like selecting a strategic advisor. The best firms are not interchangeable; the right choice depends heavily on the role, industry, geography, company stage, and the type of leader you need.
Here is a practical process.
Before speaking with firms, write a one-page search brief:
A weak brief produces a weak search. A strong firm will challenge your assumptions rather than simply take the job description.
Best for:
Examples include:
These firms are among the largest global retained executive search providers.
Often better when you need:
A boutique may outperform a large firm if the individual partner has exceptional market knowledge.
Useful for fields such as:
The key question is not “Who is the biggest?” but “Who has successfully placed leaders like the one I need?”
This is one of the most important steps.
Ask:
Avoid selecting based only on the firm’s brand. The consultant matters enormously.
A strong firm should be able to explain:
Good firms will usually discuss passive candidates—executives who are not actively job hunting—because senior searches often require proactive outreach rather than waiting for applicants.
Ask for references from clients who hired someone similar.
Good reference questions:
A firm that only provides references from easy searches or longtime fans may not tell you much.
Typical retained searches involve:
Fees are commonly structured as a percentage of the executive’s compensation package, though exact terms vary widely by firm and mandate.
Negotiate:
Be cautious if a firm:
A common approach:
For a very senior role, I would usually prioritize:
If you share the role (CEO/CFO/etc.), industry, company stage, geography, and whether this is a replacement or a new position, I can suggest what type of search firm is likely to fit best and how I’d build the shortlist.
Finding the right retained executive search firm requires `looking past big brand names to find genuine industry expertise, partner-level attention, and cultural alignment` . Because a retained search operates on an upfront fee commitment, you are paying for dedicated research, deep vetting, and market…
Finding the right retained executive search firm requires looking past big brand names to find genuine industry expertise, partner-level attention, and cultural alignment . Because a retained search operates on an upfront fee commitment, you are paying for dedicated research, deep vetting, and market intelligence.
Steps to Find and Select a Retained Executive Search Firm
To help narrow down the right firms, tell me:
For a truly senior hire—CEO, president, CFO, COO, division president, board-level, etc.—I’d treat the search firm less like a recruiter and more like a **strategy/advisory partner**. The best firms will help you define the mandate, map the market, identify people who aren't looking, assess finalists, and manage a…
For a truly senior hire—CEO, president, CFO, COO, division president, board-level, etc.—I’d treat the search firm less like a recruiter and more like a strategy/advisory partner. The best firms will help you define the mandate, map the market, identify people who aren't looking, assess finalists, and manage a sensitive process.
A good starting point is the aesc.org. AESC members are specifically focused on retained executive search and are subject to professional-practice standards covering ethics, confidentiality, conflicts, objectivity, and quality.
Build the initial list from three sources:
Don't automatically assume the biggest firm is best. For an important search, I'd rather have the best partner and team than the most famous logo.
This is probably the single most important test.
Ask:
"Who will personally lead this search, and how much of their time will actually be devoted to it?" Then ask how much work will be done by the partner versus principals, associates, and researchers.
A common failure mode is being sold by the firm's most impressive senior partner and then handed to a much more junior team.
Don't simply ask them to pitch their firm. Give them a rough description of the role and ask:
"Show me how you'd attack this search."
A strong firm should be able to discuss:
You're looking for market intelligence, not PowerPoint slides.
AESC's client standards specifically emphasize deep knowledge of the client's business, industry, competitors, functional requirements, and executive marketplace.
Don't settle for "Here are three happy clients."
Ask for:
Then ask those references:
"What did they do that you couldn't have done yourself?" "Where did they disappoint you?" "Would you hire the same partner again?" "Did the person you hired actually perform?" That last question is particularly valuable.
This matters more than people realize.
Ask them to disclose:
AESC's standards explicitly address avoiding conflicts of interest and requiring disclosure when potential conflicts exist.
For a genuinely senior role, I'd generally favor retained, exclusive search rather than contingent recruiting.
The retained model gives the firm an incentive to invest in market mapping, confidential outreach, assessment, and advisory work rather than simply forwarding whoever happens to be available. AESC describes its member firms as operating on a retained and exclusive basis for executive searches.
But don't assume "retained" automatically means good. A mediocre retained firm is still a mediocre firm.
I'd score each firm roughly like this:
| Criterion | Weight |
|---|---|
| Partner personally leading the search | 20% |
| Relevant industry/function track record | 20% |
| Quality of candidate-market strategy | 15% |
| Access to passive candidates | 15% |
| References / demonstrated outcomes | 15% |
| Assessment methodology | 5% |
| Conflicts / independence | 5% |
| Fees & terms | 5% |
Notice that price is only 5%.
For a $500K–$2M+ executive compensation package, saving $30K on the search fee is generally trivial compared with the cost of a bad hire.
I'd finish the interview with this:
"Imagine you've had this assignment for 60 days and you haven't found the right person. What do you think will be the most likely reason—and what would you have done differently?" The quality of the answer tells you a lot.
A sophisticated search partner will talk about market realities, candidate motivations, compensation, organizational attractiveness, succession risk, board dynamics, and the specificity of the mandate.
A weak one will tell you how extensive their database is.
For the very highest-level roles, I'd have 3 firms pitch, select one, and give them a genuinely exclusive mandate. I would not hire three firms simultaneously and create a race to see who can produce resumes fastest.
The AESC's standards are useful here because they frame executive search as an advisory relationship rather than ordinary recruiting.
If you tell me the role (e.g. CEO/CFO/COO), industry, company size, geography, and whether you're PE-backed/public/private/family-owned, I can also give you a shortlist of 5–8 specific retained search firms I'd interview, including the large global firms versus the boutiques I'd consider for that particular search.
Finding the right retained executive search firm for a C-suite or senior leadership role requires looking past big brand names to find true functional expertise, industry alignment, and partner-level commitment. Because you are paying a retainer for an exhaustive market sweep, your choice of partner will dictate the…
Finding the right retained executive search firm for a C-suite or senior leadership role requires looking past big brand names to find true functional expertise, industry alignment, and partner-level commitment. Because you are paying a retainer for an exhaustive market sweep, your choice of partner will dictate the quality of your leadership team for years to come.
An actionable roadmap to finding, vetting, and selecting the best retained executive search firm includes the following steps:
- Do not hire a generalist firm if you need a hyper-specific technical or operational leader. Look for firms that routinely place executives in your exact sector (e.g., biotech, fintech, industrial manufacturing) or functional domain (e.g., CTO, CFO, CHRO).
- Start your search using the [Association of Executive Search and Leadership Consultants (AESC) Directory](https://www.aesc.org/) . Membership in the AESC is widely considered the quality benchmark for the industry, requiring adherence to a strict code of ethics and professional practice.
- Review industry rankings and recognitions from reputable evaluators like Hunt Scanlon Media or annual lists of top executive recruiters published by business publications like *Forbes*.[](https://www.aesc.org/) [[1]](https://www.aesc.org/)[[2]](https://cowenpartners.com/)
- In retained search, the firm’s brand matters far less than the **individual partner** running your account. During pitch meetings, ask explicitly: *Who will be doing the heavy lifting and conducting the interviews day-to-day?* Ensure the senior partner leading the pitch isn't handing off the actual execution to junior researchers with little industry context.
- Reputable retained search firms have "off-limits" agreements, meaning they pledge not to poach talent *from* the companies they currently do business with. Ask prospective firms which competitor companies they are restricted from recruiting out of due to active client contracts. If they represent major players in your exact market, they may be blocked from approaching your top target candidates.
- Interview 2 to 3 firms and ask them to walk you through a mock strategy for your specific role. Evaluate them on:
- How deeply they probe into your company culture and strategic goals.
- Their timeline expectations (a standard retained search typically takes 8 to 12 weeks from kickoff to offer acceptance).
- Their reporting metrics and transparency during the candidate-mapping phase.[[1]](https://vendordirectory.shrm.org/category/recruitment/retained-executive-search)
If you can share:
I can recommend specific boutique or global retained search firms that specialize in your exact space.
Finding the right retained executive search firm for a senior C-suite or board-level role requires looking past the massive brand names to find true industry expertise, cultural alignment, and partner-level attention. Here is a step-by-step framework to source, vet, and select the best retained executive search…
Finding the right retained executive search firm for a senior C-suite or board-level role requires looking past the massive brand names to find true industry expertise, cultural alignment, and partner-level attention.
Here is a step-by-step framework to source, vet, and select the best retained executive search partner for your organization.
Instead of relying on random web searches, start with reputable industry registries and rankings that vet for ethical and professional standards:
In retained search, the brand name on the door matters far less than the specific partner executing the work. Large global firms may pitch you with their senior rainmakers, only to hand the actual day-to-day work down to junior associates.
When interviewing prospective search firms, run them through a rigorous gauntlet:
To help narrow down the right firms, could you share:
No sources cited
For a genuinely senior hire—CEO, CFO, COO, president, divisional head, or another role where the person can materially change the business—I’d treat the search firm as a **strategic advisor**, not a recruiting vendor. ## How I’d find the right firm ### 1. Start with 3–5 firms, not 20
For a genuinely senior hire—CEO, CFO, COO, president, divisional head, or another role where the person can materially change the business—I’d treat the search firm as a strategic advisor, not a recruiting vendor.
A very good starting point is the Association of Executive Search and Leadership Consultants (AESC). Its members are vetted against professional standards, and its directory lets you filter firms by geography, industry and role.
But AESC membership is a screening criterion, not the selection criterion. You want the specific partner who will actually conduct your search.
I'd build a shortlist from:
For example, the AESC directory currently includes firms such as Heidrick & Struggles, Spencer Stuart, Korn Ferry, Russell Reynolds Associates, Boyden, JM Search and many specialized boutiques.
This is probably the most important point.
Ask:
"Who personally will spend the majority of their time on my search?" Then investigate that person.
You want someone who has personally completed several searches for:
Industry/functional knowledge and the consultant's reputation are among the factors executives rate most highly when selecting a search firm.
A famous firm with a junior person doing the work can be substantially worse than a smaller boutique where the founding partner personally runs the assignment.
Don't accept:
"We have an extensive network in this space." Ask for two or three completed assignments from the last 2–3 years that resemble yours.
For each, ask:
AESC specifically recommends checking the firm's track record and client references, including completion rates and repeat business.
And I'd actually call the references. Ask:
"What did they do exceptionally well?" "What disappointed you?" "Would you hire the same partner again?" That last question is particularly revealing.
Give every firm the same brief and the same questions. That makes the pitches much easier to compare. AESC's current guidance similarly emphasizes comparing firms on defined criteria rather than simply choosing based on brand or chemistry.
I'd ask:
The off-limits question is particularly important. A firm can have an amazing network but be unable to approach many of the executives you'd most want because they're working with those companies already. AESC explicitly recommends addressing conflicts and off-limits arrangements up front.
Give the firms a somewhat difficult mandate.
A mediocre firm will say:
"Absolutely. We can find that person." A great firm will say something more like:
"Your compensation may be below market for this profile." or
"The combination of these three requirements dramatically reduces your candidate pool." or
"I'd change the mandate slightly because the executives you're describing aren't likely to come from the companies you're targeting." You want them to challenge you.
If they're simply telling you everything you want to hear during the pitch, that's not much evidence they'll give you hard advice six weeks into the search.
For the kind of role you're describing, retained search is usually the appropriate model when the candidate is difficult to find, the search needs confidentiality, the skills are scarce, or the position is strategically important. AESC describes retained firms as strategic advisors rather than simply recruiters.
I'd be skeptical of a "contingency recruiter" presenting itself as equivalent to a true retained executive-search partner for a CEO/C-suite assignment.
I'd do this:
Week 1: Develop a one- or two-page search brief.
Week 1: Identify 5 firms.
Week 2: Have introductory calls with all 5.
Week 2: Narrow to 3.
Week 3: Give all 3 the identical brief and have them present their proposed approach.
Week 3: Check 2 client references for each finalist.
Week 3: Select the partner, not the logo.
And I'd make the decision roughly:
I would not make price the dominant factor. The fee difference is tiny compared with the cost of getting a senior hire wrong.
If you tell me the executive role, industry, company size/stage, geography, and whether this is CEO/C-suite/EVP/etc., I can go one step further and identify 5–8 specific retained search firms worth interviewing, including which ones I'd put on the shortlist and why.
A great firm will say something more like:
"Your compensation may be below market for this profile." or
"The combination of these three requirements dramatically reduces your candidate pool." or
"I'd change the mandate slightly because the executives you're describing aren't likely to come from the companies you're targeting." You want them to challenge you.
If they're simply telling you everything you want to hear during the pitch, that's not much evidence they'll give you hard advice six weeks into the search.
For the kind of role you're describing, retained search is usually the appropriate model when the candidate is difficult to find, the search needs confidentiality, the skills are scarce, or the position is strategically important. AESC describes retained firms as strategic advisors rather than simply recruiters.
I'd be skeptical of a "contingency recruiter" presenting itself as equivalent to a true retained executive-search partner for a CEO/C-suite assignment.
I'd do this:
Week 1: Develop a one- or two-page search brief.
Week 1: Identify 5 firms.
Week 2: Have introductory calls with all 5.
Week 2: Narrow to 3.
Week 3: Give all 3 the identical brief and have them present their proposed approach.
Week 3: Check 2 client references for each finalist.
Week 3: Select the partner, not the logo.
And I'd make the decision roughly:
I would not make price the dominant factor. The fee difference is tiny compared with the cost of getting a senior hire wrong.
If you tell me the executive role, industry, company size/stage, geography, and whether this is CEO/C-suite/EVP/etc., I can go one step further and identify 5–8 specific retained search firms worth interviewing, including which ones I'd put on the shortlist and why.
Hiring a senior-level executive (like a C-suite or VP role) is high-stakes—a bad hire can cost millions , while the right retained firm acts as a trusted strategic advisor. Unlike contingency recruiters who race to throw resumes at a wall, a retained search firm is paid upfront to deeply map the market and exclusively…
Hiring a senior-level executive (like a C-suite or VP role) is high-stakes—a bad hire can cost millions , while the right retained firm acts as a trusted strategic advisor. Unlike contingency recruiters who race to throw resumes at a wall, a retained search firm is paid upfront to deeply map the market and exclusively target passive talent.
Where to Source Firms
Key Evaluation Criteria
Community Perspective on Selection
“hire a retained search firm whose opinion and judgement you can fundamentally trust and rely on. You may not see it now, but I promise when unforeseen challenges arise, you'll need an all star in your corner”
To help narrow down the right partner, tell me:
I can provide more targeted firm recommendations or a detailed RFP checklist.
For a genuinely senior hire—CEO, CFO, COO, CPO, divisional president, or a similarly consequential role—I’d treat the search firm as a **strategic advisor**, not a recruiter. The quality of the individual partner running the search matters at least as much as the firm's brand. ### 1. Start with a very short list A…
For a genuinely senior hire—CEO, CFO, COO, CPO, divisional president, or a similarly consequential role—I’d treat the search firm as a strategic advisor, not a recruiter. The quality of the individual partner running the search matters at least as much as the firm's brand.
A good first filter is the aesc.org. AESC members are vetted against professional standards, and its guidance specifically recommends checking membership when selecting a retained search firm.
For a top-tier search, I'd consider firms such as:
Those aren't necessarily the three I'd hire. The relevant partner and their track record in your exact situation are more important than the logo.
I'd ask each firm:
The last question is especially revealing. Don't just ask for references they know will say nice things. Ask about three comparable searches and independently verify the clients if possible.
This is one of the biggest hidden issues with large firms. A firm may have excellent access to your industry but simultaneously be prohibited from recruiting executives from several companies you consider prime targets.
AESC specifically recommends asking prospective firms about conflicts and having them disclose and resolve potential conflicts with the client.
Ask for a written conflict/off-limits list before selecting the firm, not after you've signed.
Don't accept:
"We have an extensive network and will conduct a comprehensive search." Instead, give the finalists the mandate and ask each to present:
You're looking for evidence of market intelligence and judgment, rather than a database of résumés.
Don't select based on the lowest fee. For a very senior role, the difference between a mediocre and exceptional search can dwarf the search fee.
But do compare:
AESC's client guidance specifically identifies fees, payment schedules, guarantees, off-limits and other assignment terms as things to address up front.
I'd score each finalist roughly like this:
| Factor | Weight |
|---|---|
| Specific partner's track record | 30% |
| Relevant industry/function network | 20% |
| Quality of proposed search strategy | 20% |
| Assessment/judgment capability | 15% |
| References | 10% |
| Economics/terms | 5% |
And I'd never let the firm's overall reputation compensate for a weak partner.
For example, Spencer Stuart says nearly two-thirds of its assignments are for existing clients, which is a useful indicator of repeat-client relationships—but I'd still want to know whether your proposed partner has the relevant experience.
Write a one-page search brief describing:
Then give the same brief to 4–5 firms and compare their responses. You'll learn an enormous amount from what they ask you before they pitch you.
If you tell me the role (e.g. CEO/CFO/Chief Commercial Officer), industry, company size/stage, and geography, I can also research and give you a shortlist of 5–8 specific retained-search partners, including which individual partners I'd approach and why.
For example, Spencer Stuart says nearly two-thirds of its assignments are for existing clients, which is a useful indicator of repeat-client relationships—but I'd still want to know whether your proposed partner has the relevant experience.
You're looking for evidence of market intelligence and judgment, rather than a database of résumés.
Don't select based on the lowest fee. For a very senior role, the difference between a mediocre and exceptional search can dwarf the search fee.
But do compare:
AESC's client guidance specifically identifies fees, payment schedules, guarantees, off-limits and other assignment terms as things to address up front.
I'd score each finalist roughly like this:
