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

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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.

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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

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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.

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

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Houston neighbor named richest small town in Texas for 2025

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Affluent Houston neighbor Bellaire is cashing in as the richest small town in Texas for 2025, according to new study from GoBankingRates.

The report, "The Richest Small Town in Every State," used data from the U.S. Census Bureau's American Community Survey to determine the 50 richest small towns in America based on their median household income.

Of course, Houstonians realize that describing Bellaire as a "small town" is a bit of misnomer. Located less than 10 miles from downtown and fully surrounded by the City of Houston, Bellaire is a wealthy enclave that boasts a population of just over 17,000 residents. These affluent citizens earn a median $236,311 in income every year, which GoBankingRates says is the 11th highest household median income out of all 50 cities included in the report.

The average home in this city is worth over $1.12 million, but Bellaire's lavish residential reputation often attracts properties with multimillion-dollar price tags.

Bellaire also earned a shining 81 livability score for its top quality schools, health and safety, commute times, and more. The livability index, provided by Toronto, Canada-based data analytics and real estate platform AreaVibes, said Bellaire has "an abundance of exceptional local amenities."

"Among these are conveniently located grocery stores, charming coffee shops, diverse dining options and plenty of spacious parks," AreaVibes said. "These local amenities contribute significantly to its overall appeal, ensuring that [residents'] daily needs are met and offering ample opportunities for leisure and recreation."

Earlier in 2025, GoBankingRates ranked Bellaire as the No. 23 wealthiest suburb in America, and it's no stranger to being named on similar lists comparing the richest American cities.

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This article originally appeared on CultureMap.com.

How a Houston startup is taking on corrosion, a costly climate threat

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Corrosion is not something most people think about, but for Houston's industrial backbone pipelines, refineries, chemical plants, and water infrastructure, it is a silent and costly threat. Replacing damaged steel and overusing chemicals adds hundreds of millions of tons of carbon emissions every year. Despite the scale of the problem, corrosion detection has barely changed in decades.

In a recent episode of the Energy Tech Startups Podcast, Anwar Sadek, founder and CEO of Corrolytics, explained why the traditional approach is not working and how his team is delivering real-time visibility into one of the most overlooked challenges in the energy transition.

From Lab Insight to Industrial Breakthrough

Anwar began as a researcher studying how metals degrade and how microbes accelerate corrosion. He quickly noticed a major gap. Companies could detect the presence of microorganisms, but they could not tell whether those microbes were actually causing corrosion or how quickly the damage was happening. Most tests required shipping samples to a lab and waiting months for results, long after conditions inside the asset had changed.

That gap inspired Corrolytics' breakthrough. The company developed a portable, real-time electrochemical test that measures microbial corrosion activity directly from fluid samples. No invasive probes. No complex lab work. Just the immediate data operators can act on.

“It is like switching from film to digital photography,” Anwar says. “What used to take months now takes a couple of hours.”

Why Corrosion Matters in Houston's Energy Transition

Houston's energy transition is a blend of innovation and practicality. While the world builds new low-carbon systems, the region still depends on existing industrial infrastructure. Keeping those assets safe, efficient, and emission-conscious is essential.

This is where Corrolytics fits in. Every leak prevented, every pipeline protected, and every unnecessary gallon of biocide avoided reduces emissions and improves operational safety. The company is already seeing interest across oil and gas, petrochemicals, water and wastewater treatment, HVAC, industrial cooling, and biofuels. If fluids move through metal, microbial corrosion can occur, and Corrolytics can detect it.

Because microbes evolve quickly, slow testing methods simply cannot keep up. “By the time a company gets lab results, the environment has changed completely,” Anwar explains. “You cannot manage what you cannot measure.”

A Scientist Steps Into the CEO Role

Anwar did not plan to become a CEO. But through the National Science Foundation's ICorps program, he interviewed more than 300 industry stakeholders. Over 95 percent cited microbial corrosion as a major issue with no effective tool to address it. That validation pushed him to transform his research into a product.

Since then, Corrolytics has moved from prototype to real-world pilots in Brazil and Houston, with early partners already using the technology and some preparing to invest. Along the way, Anwar learned to lead teams, speak the language of industry, and guide the company through challenges. “When things go wrong, and they do, it is the CEO's job to steady the team,” he says.

Why Houston

Relocating to Houston accelerated everything. Customers, partners, advisors, and manufacturing talent are all here. For industrial and energy tech startups, Houston offers an ecosystem built for scale.

What's Next

Corrolytics is preparing for broader pilots, commercial partnerships, and team growth as it continues its fundraising efforts. For anyone focused on asset integrity, emissions reduction, or industrial innovation, this is a company to watch.

Listen to the full conversation with Anwar Sadek on the Energy Tech Startups Podcast to learn more:

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Energy Tech Startups Podcast is hosted by Jason Ethier and Nada Ahmed. It delves into Houston's pivotal role in the energy transition, spotlighting entrepreneurs and industry leaders shaping a low-carbon future.

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

These 50+ Houston scientists rank among world’s most cited

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Fifty-one scientists and professors from Houston-area universities and institutions were named among the most cited in the world for their research in medicine, materials sciences and an array of other fields.

The Clarivate Highly Cited Researchers considers researchers who have authored multiple "Highly Cited Papers" that rank in the top 1percent by citations for their fields in the Web of Science Core Collection. The final list is then determined by other quantitative and qualitative measures by Clarivate's judges to recognize "researchers whose exceptional and community-wide contributions shape the future of science, technology and academia globally."

This year, 6,868 individual researchers from 60 different countries were named to the list. About 38 percent of the researchers are based in the U.S., with China following in second place at about 20 percent.

However, the Chinese Academy of Sciences brought in the most entries, with 258 researchers recognized. Harvard University with 170 researchers and Stanford University with 141 rounded out the top 3.

Looking more locally, the University of Texas at Austin landed among the top 50 institutions for the first time this year, tying for 46th place with the Mayo Clinic and University of Minnesota Twin Cities, each with 27 researchers recognized.

Houston once again had a strong showing on the list, with MD Anderson leading the pack. Below is a list of the Houston-area highly cited researchers and their fields.

UT MD Anderson Cancer Center

  • Ajani Jaffer (Cross-Field)
  • James P. Allison (Cross-Field)
  • Maria E. Cabanillas (Cross-Field)
  • Boyi Gan (Molecular Biology and Genetics)
  • Maura L. Gillison (Cross-Field)
  • David Hong (Cross-Field)
  • Scott E. Kopetz (Clinical Medicine)
  • Pranavi Koppula (Cross-Field)
  • Guang Lei (Cross-Field)
  • Sattva S. Neelapu (Cross-Field)
  • Padmanee Sharma (Molecular Biology and Genetics)
  • Vivek Subbiah (Clinical Medicine)
  • Jennifer A. Wargo (Molecular Biology and Genetics)
  • William G. Wierda (Clinical Medicine)
  • Ignacio I. Wistuba (Clinical Medicine)
  • Yilei Zhang (Cross-Field)
  • Li Zhuang (Cross-Field)

Rice University

  • Pulickel M. Ajayan (Materials Science)
  • Pedro J. J. Alvarez (Environment and Ecology)
  • Neva C. Durand (Cross-Field)
  • Menachem Elimelech (Chemistry and Environment and Ecology)
  • Zhiwei Fang (Cross-Field)
  • Naomi J. Halas (Cross-Field)
  • Jun Lou (Materials Science)
  • Aditya D. Mohite (Cross-Field)
  • Peter Nordlander (Cross-Field)
  • Andreas S. Tolias (Cross-Field)
  • James M. Tour (Cross-Field)
  • Robert Vajtai (Cross-Field)
  • Haotian Wang (Chemistry and Materials Science)
  • Zhen-Yu Wu (Cross-Field)

Baylor College of Medicine

  • Nadim J. Ajami (Cross-Field)
  • Biykem Bozkurt (Clinical Medicine)
  • Hashem B. El-Serag (Clinical Medicine)
  • Matthew J. Ellis (Cross-Field)
  • Richard A. Gibbs (Cross-Field)
  • Peter H. Jones (Pharmacology and Toxicology)
  • Sanjay J. Mathew (Cross-Field)
  • Joseph F. Petrosino (Cross-Field)
  • Fritz J. Sedlazeck (Biology and Biochemistry)
  • James Versalovic (Cross-Field)

University of Houston

  • Zhifeng Ren (Cross-Field)
  • Yan Yao (Cross-Field)
  • Yufeng Zhao (Cross-Field)
  • UT Health Science Center Houston
  • Hongfang Liu (Cross-Field)
  • Louise D. McCullough (Cross-Field)
  • Claudio Soto (Cross-Field)

UTMB Galveston

  • Erez Lieberman Aiden (Cross-Field)
  • Pei-Yong Shi (Cross-Field)

Houston Methodist

  • Eamonn M. M. Quigley (Cross-Field)
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