The appointment matters.
So does the search.

The proposal sets out the mandate, fee basis, payment stages, scope, timing assumptions and decision responsibilities. Agree the commercial terms before starting the search.

Revisit the success profile, relevant market and assessment plan with the sponsor. Material changes to scope, timing or decision ownership should be agreed explicitly.

It defines the leadership mandate, maps the relevant market, approaches potential leaders discreetly and supports assessment, selection and the transition into the role. The appointment rationale should connect to business outcomes.

Consider a retained mandate when leadership consequence, confidentiality, regional context or the required assessment depth calls for dedicated market work. Agree scope, exclusivity, responsibilities and decision gates before the search starts.

Examine who will carry the mandate, how the success profile is defined, the relevant market coverage, evidence standards, client reporting and post-appointment support. Ask to understand the reasoning behind the process.

The terms overlap. Compare the actual engagement: who is accountable, how extensively the market is mapped, how candidates are assessed and what support continues after acceptance.

Set disclosure boundaries, decision makers and outreach permissions in the brief. Stage conversations carefully and agree what can be shared with candidates at each point in the process.

The work includes board, C-suite and business-critical senior leadership. Fractional leadership and embedded talent engagements serve part-time leadership needs and wider senior hiring programs.