One of the most common growing pains we see in US search firms is an overreliance on a handful of high-performing individuals. The short-term wins from marquee billers often mask the structural gaps needed for sustainable growth.

We’ve partnered on builds where the linchpin was hiring a standout leader – someone with the credibility to anchor a market. But in search, individuality runs deep. When you’re hiring a leader (often into a role where there isn’t much yet to lead), there’s far more to consider than just their personal billing track record or cultural fit.

Here’s what intentional growth looks like:

Are they a talent magnet?
It’s not just about their current network but their ability to attract and retain high-caliber talent over time. Market credibility matters, but so does the reputation they’ll build within your firm.

Can they develop others?
Strong leaders create a pathway for Principals and Associates to progress. They need both the skill and the structure behind them to turn potential into performance.

Do they build markets or just desks?
Leadership isn’t about running a personal book forever. It’s about creating the infrastructure – brand, process, and delivery – that establishes your firm in a market, even beyond their individual reach.

Is your platform set up to scale them?
A true leader needs a platform that frees them from being tethered to their own desk. That includes comp plans that reflect their leadership contribution, not just their personal billings.

Will they have executive collaboration?
Founding and executive teams need to work in true partnership with these hires. Growth happens faster when they feel supported, not siloed.

What’s the retention plan?
Your strategy shouldn’t stop at hiring. Retaining senior leaders – and the teams they build – requires defined cadence, feedback loops, and shared long-term vision.

When we run searches like this, the difference between “flexibility” and “ambiguity” is everything. Flexibility empowers leaders to shape and scale markets. Ambiguity drives frustration and turnover.

Intentional, nuanced hiring is what moves firms from being founder-led to team-led. That’s the difference between growing fast – and growing well.