Most recruitment ends when the paperwork is signed. Ours is built around what happens next: six stages that run from the first conversation to the sixth month in the new country.
Each stage exists for one reason: international placements fail on things a CV never shows. The sequence is how we find those things early, while they are still conversations instead of resignations.
Before anything is searched, we sit with the employer and define what success in the role actually means: from the manager who will lead it, not the job description. For candidates, we start with why they want to move at all.
Market intelligence, name-by-name mapping and direct, discreet outreach. The people worth finding are rarely applying, so we go to them with a reason worth listening to.
The signature stage. We put the unspoken on the table: what the candidate expects from the role, the leadership and the country, and what the employer can honestly promise. Every point ends as understood, discussed, clarified or aligned. Never a score.
An international role is also a household decision. Before signing, we make sure the practical side of the move has been looked in the eye: relocation, family, the first ninety days.
The offer is made with expectations already on the table, not discovered later. Signing is a milestone in the process, not the end of it.
Structured check-ins with both sides at thirty, ninety and one hundred and eighty days. Are expectations matching reality? Is the manager relationship working? Is this becoming a long-term move? Placement is an event. Retention is the outcome.
Alignment is not an algorithm. It is a structured conversation, held early enough to matter, with both sides of the same table.
