Houston expert: How to get the most out of your recruiting partner

guest column

Recruiting can be difficult — but finding the right partner can make the process a lot smoother. Photo via Getty Images

I’ve been in the retained recruiting industry for nearly two decades, with a four-year stint in the middle as an internal director of talent at a management consulting firm, so my knowledge is primarily based on the point of view of an outsourced recruiter. What’s more, my professional advice is relevant to most companies, but not all.

At Sudduth Search, our clients are generally investor-backed companies in the lower and middle market. Most are startups— both early-stage and large but all are growing rapidly—and we mainly search for director to C-level executives. And just like not all companies are the same, not all recruiters are either. I don’t believe there is a “plug and play” one size fits all recruiter; you need to find one that works for you and your culture. That being said, there are indeed ways to ensure you ARE getting the most out of the recruiter with whom you engage.

Ok, now that we’ve got the boring stuff out of the way, let’s get into some real talk. How should you choose a firm and launch your search?

Get on the same page

First and foremost, make sure the recruiter you choose is the right cultural fit (a.k.a. emotionally intelligent and not a jerk). Will the recruiter represent your company and ethos well? If you’re put off by the recruiter’s sales tactics, or the recruiter regularly isn’t prepared, they’ll likely treat your search the same way. If YOU wouldn’t hang out with your recruiter outside of work, chances are your best candidates won’t want to talk with them either.

Expertise is key

Can the recruiter explain the process they follow, step-by-step? Recruiting isn’t luck. The best results come from following a proven process, being diligent, and detail-oriented. If your recruiter is “winging it,” and pushing candidates they already know, that’s not what you need. Heck, you could do that yourself and save a lot on fees. Have them walk you through their specific strategy so you know they aren’t just hoping to find the resume you’ll like.

Know your niche

Let’s also touch on recruiters with a specialty focus, something I get asked about more often than anything. Here’s what some of my prospective clients say: “We want someone who specializes in purple unicorns from the rainbow ranch industry.” For comparison sake, when you hire a lawyer, do you limit your search to ONLY those who work with purple unicorns from said industry? No, because we all know there could be a conflict of interest with competitors. Plus, if an attorney knows the law and how to apply it, it shouldn’t matter if they have a narrow focus. Similarly, if a recruiter specializes in exactly what your company does, or what the related position is for, their focus will be very narrow, making it difficult not to trip over past (or current) clients during the process. And it’s always possible your recruiter will be looking to poach from your team when they’re done with you. If a recruiter knows how to recruit for a multitude of positions within various industries, their methodology is probably what makes them successful; they’re not just spinning a rolodex, hoping it lands on the right candidate (and yes, I know I just aged myself).

Once you’ve chosen your recruiting firm, let’s talk about how to maximize their value:

  • Your recruiter should provide you more than just fodder and a resume for the recommended candidates. An important part of the process needs to include the recruiter giving you a thorough overview, analysis and opinion of the candidate. Answers to questions such as: What is their motivation for changing jobs? Why are they interested in your position? Why have they had a short tenure? How much revenue do they manage? You need to understand the candidate’s motivation for entertaining a new position and any gaps between jobs or questionable moves should be addressed. My hope is that my clients can forgo the boring interview questions and get straight to the meat of whether they like the person, and believe that particular candidate will be successful in the role and an asset to the team.
  • Your recruiter should scour the market without just focusing on people looking for a job, but also passive candidates. Most of our searches have a minimum of 50 candidates, and some have 300+. As a client, you should have the ability to see all of the candidates being considered. You’re paying for the search; you need to know that the recruiter has completed their due diligence and pursued as many leads as possible.
  • Passive candidates take longer to decide if they’re interested in your open position. Give them time to go through that thought process of deciding if they are interested. If you rush the recruiter, and the candidate feels pressured, you’re probably going to miss out on some stellar talent.
  • Your recruiter should be talking to the candidate all along the way, to keep them engaged and better ascertain whether the candidate is still interested and will accept an offer if given one. Nowadays, the market is a bit crazy, so you’ll never know whether the candidate is being recruited elsewhere. However, if the recruiter is doing their job, they should have a good idea whether the candidate will make it to the finish line and accept your offer.
  • Weekly calls: I know, I know, you don’t need another meeting on your calendar. But trust me, this is the best way to execute a successful, efficient search. The recruiter should provide weekly updates, including challenges, feedback and progress with particular candidates that look favorable. You, as the client, should be open and communicative with your concerns, questions or otherwise.
  • The recruiter should help you through the offer negotiation process to ensure there are no surprises. The last thing you want is to make an offer and then find out the candidate is entertaining three other offers. Ok, even with 20 years of experience, I sometimes get surprised. But I do everything possible to prevent that from happening. You should know exactly why the candidate wants or is willing to make a job change, from the first time you talk to them. While salary expectations can vary, you should never get to the point of offer and be shocked by the amount it will take to secure their commitment.
  • So what if you are a start up, does all of this advice apply? Absolutely, because with fewer people, early leadership hires are even more critical to your ability to succeed and raise capital.Startups and early-stage companies need to think creatively when making offers. If someone is prepared to take a risk on you, they deserve to at least make the same money they did before.Or maybe you can you offer them success-based compensation, like equity or tracking stock? If the person you are hiring is not motivated by success-based compensation, then they are probably not cut out to be at a scaling company. It takes someone who is self-driven, who can see the end result and figure out how to get there. They must be willing to put their own “skin in the game” in order to see the whole company succeed. They are the type that thrives on being challenged. If they don’t, then let them go as they will likely bolt if the going gets tough and you are better off knowing that ahead of time.

I think that covers most of it. I’m probably going to make a lot of recruiters mad because I just made their jobs harder. But I believe it’s a recruiter’s responsibility to bring as much value to their clients and the recruiting process as possible, and to ultimately attract the best talent possible. And if you do need a purple unicorn from a rainbow ranch, please call Sudduth Search, we’ll find you one.

------

Jen Sudduth is the founder and managing partner of Houston-based executive hiring firm Sudduth Search LLC.

Hiring an executive at a pivotal time — specifically amid The Great Resignation — can be overwhelming. This Houstonian has tips from her decades in the business. Photo by Tima Miroshnichenko from Pexels

Houston expert weighs in on how to identify the right transformational leader

guest column

In my 20 years of working in executive search, I’m not sure there has ever been a tougher time to be a leader, whether that’s running a big company or being in charge of a small team. I don’t have to tell you that chronic stressors are impacting employee engagement and wellbeing, and have been for a few years.

Transformational Leadership is not just about leading high-growth companies; it’s about leading through change, and driving change when it’s needed. Right now, the Transformational Leadership that’s needed is directly tied to the pandemic, returning to work, and now “The Great Resignation and Reckoning.” Transformational Leaders must foster a culture where workers WANT to be loyal and want to help the company succeed.

How do you identify leaders who will create the conditions for which employees are rightfully asking, and who will encourage resilience, both personally and professionally?

Here are some of the attributes Sudduth Search seeks when hiring Transformational Leaders:

Collaboration in the conversation. Even in an interview, if the person is not listening as much as they are talking, or is even talking over the interviewer, it’s a red flag. Possessing enough social awareness to know when it’s time to talk is critical for effective leaders.

Leaders who display openness and humility. Leaders who convey that they are “all knowing” no matter how obvious it is that no one has all the answers is a risky hire. Be on the lookout for candidates who admit when they don’t know things and talk about how they solved the situation regardless.

Courageous leaders who prioritize ethics and principles. Good leaders are trusted and respected for the decisions they make when they prioritize ethics. Ask them about difficult situations they’ve been in, and how they prioritized their beliefs.

Transformational Leaders are healthy and happy. I’m not going to tell you that every leader is healthy and happy 100% of the time, but strong leaders have high emotional intelligence and self-awareness, and an ability to step outside of themselves and self-regulate.

Intellectual bravery. Transformational Leaders disagree or challenge the status quo in a proactive way. They might challenge something that has been said in a setting where everyone just accepts the statement as a given or they might state something that isn’t popular. Transformational Leaders spur this kind of communication, they encourage employees to think outside of the box, and they dare to be wrong. Bureaucracy hinders creativity. Transformational Leaders set the tone and decide the norms.

They encourage difficult, but important conversations. Transformational Leaders encourage people to think beyond their roles, and think about the company as a whole. These kinds of leaders include employees in important conversations, they admit when they don’t know something, and they are not afraid to ask for feedback.

Authenticity. As mental health experts warned it would, the pandemic is triggering a loneliness epidemic. But even though most everyone is online, working more than they are maintaining active social lives, they feel equally isolated in their professional lives. Employees miss the camaraderie of the office. Celebrations, light hearted get togethers, spontaneous lunches with the whole team. What’s more, they miss feeling connected and having colleagues know where they’re at. Transformational Leaders haven’t been shy to implement alternatives, and they won’t forget to bring back team outings and office lore when it’s safe to do so.

Perhaps the most important factor to consider when hiring leaders is cultural fit, which means you can work with them, you feel comfortable communicating with them, and you are aligned on ethics and values. Dig into any question marks or topic where you might be misaligned.

------

Jen Sudduth is the founder and managing partner of Houston-based executive hiring firm Sudduth Search LLC.

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

Property Showcase

Axiom Space launches Japanese subsidiary, names leadership

Axiom Space is setting up a Japanese subsidiary to tap into billions of dollars worth of business opportunities in the vast Asia-Pacific region. The company’s new office in Japan will open July 1.

“For the Asia-Pacific region, an Axiom Space presence in Japan means a long-term, direct path to low-Earth orbit for research, for industry, for astronauts, and a partner committed to building that future together with Japan,” Jonathan Cirtain, president and CEO of Axiom Space, said in a news release.

Asia-Pacific spaceflight leaders include Japan, China, India and South Korea.

Until committing to the Asia-Pacific subsidiary, Axiom focused primarily on the U.S. market for space exploration equipment, technology and services. Axiom is building the successor to the International Space Station (ISS), and it provides human spaceflight services and develops next-generation spacesuits.

Fortune Business Insights estimates the Asia-Pacific market for space technology was valued at $155.3 billion in 2025.

“The region is rapidly expanding due to rapidly expanding government space programs, increasing private sector participation, and rising demand for satellite services across densely populated regions,” says Fortune Business Insights, a market research firm.

The region’s combination of strategic investments, market demand and emerging entrepreneurial systems positions Asia-Pacific “for the fastest growth in the global market,” Fortune Business Insights says.

The market research firm pegs the U.S. market for space technology at $251.8 billion in 2025, making it the world’s largest player in that sector.

Veteran Japanese astronaut Koichi Wakata will lead Axiom Space Japan as chief technology officer in the Asia-Pacific region. The Japanese subsidiary will work with government agencies, research institutions, and industrial partners in Japan to expand hardware development and manufacturing, microgravity research and orbital computing.

Wakata was the Japanese space agency’s first program manager for ISS and the station’s first Japanese commander. He also contributed to the construction of ISS, including the Japanese experiment module Kibo. Wakata retired from the Japanese agency, JAXA, in March 2024.

“Japan intends to remain a leading nation in human space exploration post-ISS, and Japanese industry and academia are ready to play a central role in the commercial era,” Axiom Space said in the release. “Axiom Space Japan is how the company will meet that ambition with a long-term, on-the-ground presence.”

Houston investment firm closes $105M energy venture fund

seeing green

Houston-based investment firm Veriten has announced the initial close of its second flagship energy venture fund with more than $105 million in capital commitments.

Fund II will build on Veriten’s initial fund and aim to support “scalable technology solutions for energy, power and industrial applications,” according to a company news release.

"Our differentiated network, research-driven process, and first principles approach to investing are having an impact across multiple verticals including traditional energy, electrification, and industrial technology. Fund II builds on that platform,” John Sommers, partner, investments at Veriten, added in the release. “In this environment, the differentiator isn't capital – it's all about connectivity, deep sector expertise, and an economically-driven approach. As new technologies and approaches develop at breakneck speed, the need for more reliable, affordable energy and power continues to grow dramatically. The current backdrop accentuates the need for Veriten's solution."

Veriten is supported by over 50 strategic partnerships in the energy, power, industrial and technology sectors, including major players like Halliburton and Phillips 66.

"Veriten continues to build a differentiated platform at the intersection of energy, technology and industry expertise," Jeff Miller, chairman and CEO of Halliburton, said in the release. "We were early believers in the team and their ability to identify practical solutions to real challenges across the energy value chain. As all industries increasingly adopt digital tools, automation and AI-enabled technologies to improve performance and execution, we are proud to partner with Veriten again to help accelerate high-impact solutions across the broader energy landscape."

Veriten closed its debut fund, NexTen LP, of $85 million in committed capital in October 2023. It was launched in January 2022 by Maynard Holt, co-founder and former CEO of the energy investment bank Tudor, Pickering, Holt & Co.

It has invested in Houston-based AI-powered electricity analytics provider Amperon and led a $12 million Seed 2 funding round for Houston-based Helix Technologies to scale manufacturing of its energy-efficient commercial HVAC add-on earlier this year. In the past year it has contributed to funding rounds for San Francisco-based Armada and Calgary-based Veerum.

Veriten also named Nick Morriss as its new managing director earlier this month. Morriss most recently served as vice president of business development at next-generation nuclear technology company Natura Resources and spent nearly 20 years at NOV Inc.

---

This article originally appeared on our sister site, EnergyCapitalHTX.com.

Here's how Houston ranks among the best U.S. cities to start a career

New Horizons

College graduates staying in Houston are in the right place to be, according to a new WalletHub study. Houston has emerged on a new list of the 100 best places in America for starting a career.

Houston ranked 51st out of 182 U.S. cities based on its quality of life and vast opportunities for new college graduates transitioning into the workforce. The study compared each city based on 25 relevant metrics, like the availability of entry-level jobs, each city's annual job growth rate, workforce diversity, median annual income, housing affordability, and others.

Atlanta, Orlando, and Austin respectively comprised the top three best places to start a career.

Houston ranked 48th overall for its quality of life, and appeared No. 51 for its professional opportunities for new college graduates. Whether its starting a new business or entering a high-earning job field, Houston has many more opportunities than the vast majority of other cities on the list.

"The best cities for starting a career not only have a lot of job opportunities but also provide substantial income growth potential and satisfying work conditions," said WalletHub analyst Chip Lupo. "It’s also important to consider factors such as how fun a city is to live in or how good of a place it is for raising a family, to ensure life satisfaction outside of your career."

Other Texas hotspots for early career professionals
Austin boasts the best quality of life out of all 182 cities in the report, and the 10th best professional opportunities. The state capital also outperformed all other U.S. cities with the highest monthly average starting salaries for early career workers after being adjusted for the city's cost of living. Austin also offers the 15th highest number of entry level jobs per capita, the report said.

In a separate comparison of the cities with the largest share of residents aged 25 to 34, Austin ranked No. 5 nationally.

"In addition, Austin’s median annual household income is the 10th-highest in the nation, providing strong earning potential for those starting a career or a business," the report said. "Austin is also the sixth best city for singles, offering a vibrant social scene alongside strong career opportunities for young professionals."

Elsewhere in Texas, Dallas ranked as the second-best city in Texas for new grads to start a career and 12th nationally. Additional cities that made it into the top 100 best U.S. cities for early career professionals include Plano (No. 32), Irving (No. 42), Fort Worth (No. 64), Amarillo (No. 73), and San Antonio (No. 85).

The top 10 best cities for starting a career are:

  • No. 1 – Atlanta, Georgia
  • No. 2 – Orlando, Florida
  • No. 3 – Austin, Texas
  • No. 4 – Tampa, Florida
  • No. 5 – Miami, Florida
  • No. 6 – Charleston, South Carolina
  • No. 7 – Pittsburgh
  • No. 8 – Knoxville, Tennessee
  • No. 9 – Salt Lake City, Utah
  • No. 10 – Columbia, South Carolina
---

This article first appeared on CultureMap.com.

View All Listings