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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Meet 6 mentors guiding Houston’s next generation of startup founders

meet the finalists

Houston’s thriving startup ecosystem is supported by a network of experienced leaders who work behind the scenes, investing their time and knowledge to help the next generation of entrepreneurs succeed.

As part of the 2026 Houston Innovation Awards, the Mentor of the Year category will honor an individual who dedicates their time and expertise to guide and support budding entrepreneurs. They support promising startups in the medical tech, digital health, clean energy, hardware sectors and more.

Read more about these businesses, their founders and their breakthrough technologies below. The 2026 winners will be announced on InnovationMap.com in mid-November.

Al Danto, Rice University

Al Danto is a senior lecturer in entrepreneurship at Rice University. He mentors undergraduate and graduate students at Rice and through the university's Liu Idea Lab for Innovation and Entrepreneurship (Lillie). He's also involved in the Houston Entrepreneurs Organization and Rice Veterans' Business Battle.

"[Mentoring] is very rewarding and fulfilling," Danto says. "[It] helps to me to pay back full circle over the incredible mentors I have had."

Eric Rubenstein, New Climate Ventures

Eric Rubenstein is managing partner at New Climate Ventures. He mentors startups through the clean energy-focused early-stage VC firm and also through the Breakthrough Energy Fellowship, Activate, Greentown Labs and Yale Ventures. Rubenstein has worked with numerous startups and Innovation Awards finalists, including Solidec, Rheom Materials, Bairitone Health, Pattern Materials and many others.

"Being a mentor is an important part of an innovation ecosystem," Rubenstein says. "Seeing founders succeed is rewarding, particularly if what they are building will meaningfully contribute to society. It is a way to give back that also builds community, as mentorship often involves introducing founders to other mentors, to potential investors and to potential customers. Just like the adage 'it takes a village' is used in reference to raising a child, the same adage applies to building a startup. That’s why we say 'let’s build.' Let’s build is inclusive because we do it together, as a community, even if the founders need to execute on a daily basis to make their vision a reality."

Jeremy Pitts, Activate

Jeremy Pitts serves as managing director of Activate Houston, which launched in Houston in 2024. He was one of the founders of Greentown Labs in the Boston area and served in a leadership role for the organization between 2011 and 2015. Through Activate, he has mentored numerous impactful startups and Innovation Awards finalists, including Solidec, Coflux Purification, Bairitone Health, Newfound Materials, Deep Anchor Solutions and others.

"Mentorship to me is all about selflessly supporting a person," Pitts says. "The person comes first--if you're not supporting the person, then their business needs don't matter. I'm there not to answer questions for people, but to help them gain the confidence and the capability to solve problems on their own. I am successful when my mentees are successful and happy, regardless of what their personal definition of success might look like."

Joe Alapat, Liongard

Joe Alapat founded and serves as chief strategy officer at Houston software company Liongard. He founded Startup Circle Houston and co-hosts Cybersecurity Circle, which both meet regularly at The Ion. He participates in Mercury Fund Day and has also mentored through Impact Hub Houston. He's worked with founders of FlowCare, Unytag, STEAM OnDemand, Lokum and many other early-stage startups.

"I compare being a mentor for startup founders to the Montessori method. ... Mentoring should not involve telling a founder what to do," Alapat says. "I see it as a founder whisperer approach that seeks to challenge the founder to think through their journey through different lenses and go on a journey of self-discovery while discovering the true market pain they are seeking to solve. The cherry on top is that the mentor gains as much as the mentee, so learning is happening for both. Ultimately, the meter of achievement with mentoring is seeing visible progress with the maturity of the founder and the degree of traction for their startup."

Kyle Judah, Rice University's Liu Idea Lab for Innovation & Entrepreneurship

Kyle Judah is the executive director of Lilie, where he mentors pre-seed student startups. He also mentors through organizations like TEX-E, Greentown Labs, Activate and previously with MassChallenge. Some of the startups he's mentored include Helix Earth Technologies, Tierra Climate, Solidec, HexaSpec, SteerBio and many others.

"[Being a mentor] means helping to ensure that the most people possible have the best shot possible at making their company a successful reality," Judah says. "It means, at its root, opening the aperture for what is possible for people, by believing in them before anyone else even understands what their ambitions are. Because belief is the most infectious thing in the world. And before digging into the work in the trenches, most times founders need to kickstart their journey by having someone from the outside believe in them, when there's no real evidence to support that belief. So I guess, mentorship is a pure form of entrepreneurial faith."

Rachel Bickham, Bickham Services Unlimited LLC

Rachel Bickham is CEO of Bickham Services Unlimited, through which she mentors founders across a range of business stages and industries. She founded the organization in 2017. Bickham also mentors through The Affirmed Entrepreneur, a mentorship platform that she also launched. In 2024, she also began mentoring through the Goldman Sachs One Million Black Women: Black in Business program. Some of the startups she has worked with included Elaine Transportation, Nakira's World and NP Skills Made Easy, among others.

"Being a mentor means helping someone see what is possible while being honest about what it will take to get there," Bickham says. "It is not about giving generic advice or telling entrepreneurs what they want to hear. Sometimes mentorship means offering encouragement, and sometimes it means asking difficult questions that help someone avoid an expensive mistake. In both situations, my responsibility is to listen, share what I have learned, and help the entrepreneur make an informed decision. ... Being a mentor also means opening doors when I can—making introductions, inviting entrepreneurs into rooms they may not have entered on their own, and helping them build relationships that can change the direction of their businesses. It also means holding them accountable for what they said they wanted to accomplish. I do not measure successful mentorship by how often someone returns to me for an answer. I measure it by whether they become more confident, more strategic, and better equipped to make decisions on their own."

3 Houston incubators and accelerators fueling the growth of local startups

Meet the finalists

It takes a village to launch a business. That's where Houston's network of incubators and accelerators can step in, providing the resources, mentorship and community needed to push a fledgling company forward.

As part of our 2026 Houston Innovation Awards, the Incubator/Accelerator of the Year category honors a local organization that is championing and fueling the growth of Houston startups.

Three incubators and accelerators have been named finalists for the 2026 award. They support startups ranging from hard-tech companies to food and youth concepts.

Read more about these organizations below. The 2026 winners will be announced on InnovationMap.com in mid-November.

Activate

Hard tech incubator Activate supports scientists in "the outset of their entrepreneurial journey." The Houston hub was introduced in 2024, and joins others in Boston, New York, and Berkley, California—where Activate is headquartered. It named its third Houston cohort this summer.

The two-year program graduated its first class of Houston fellows in 2026 and saw its first alumni IPO from Houston-based Fervo Energy, which previously participated in a Berkley cohort. Nationally, it has supported 346 fellows and 276 companies since 2015. Those companies have raised more than $6 billion in follow-on funding, according to Activate. In Houston, it has supported Houston startups like Solidec, FlowCellutions and Orbital Arc. Activate Houston is led by managing director Jeremy Pitts, who co-founded Greentown Labs in Boston. It is based out of the Ion.

Impact Hub Houston

Impact Hub Houston supports early-stage ventures at various stages of development through innovative programs that address pressing societal issues. The nonprofit organization supports social impact startups through mentorship, connections and training opportunities.

There are more than 110 Impact Hubs globally with members spanning 72 countries. Launched in 2018, Impact Hub Houston says its membership tripled by the beginning of 2026. This year brought major milestones for the community, including the launch of its Ideas to Impact Accelerator, which supported 11 founders across the health, education, food systems, civic technology and workforce development sectors. It also received funding from more than 20 international Impact Hubs to develop SYNC, a collaboration platform that 25 Impact Hubs across five continents have committed to pilot. The organization has worked with local startups including Myoviva Health, The Change Lab and INNERVERSE Inc.

MarMo Innovation

Galveston-based business incubator MarMo Innovation is focused on removing barriers to entrepreneurship. It aims to provide affordable space, education, mentorship, market access, connections and real-world opportunities that help entrepreneurs move from idea to launch to sustainable growth. The "industry-agnostic" incubator was founded in 2022 and is led by Executive Director Erica Delgadillo.

This year, the organization moved from primarily serving as a coworking and community space into a more comprehensive entrepreneurial incubator by expanding its MarMo Market, MarMo Market Jr. and Lunch LineUp programs. A major focus for MarMo is food entrepreneurship. It is developing an Incubator Kitchen, which MarMo says will support programs like its Cottage to Commercial Bootcamp and Food Biz 101. The organization also expanded its board this year and says it is diversifying its revenue through memberships, events, markets, equipment and space rentals, sponsorships, grants and new entrepreneurial programming.

Baylor College of Medicine launches VC fund to invest in biotech startups

fresh funding

Houston’s Baylor College of Medicine just unveiled a new venture capital fund that backs early-stage biotech startups—and it’s already made its first investment.

BCM Legacy Fund I, funded by philanthropies, invested an undisclosed amount in Houston biotech startup Nemea Therapeutics. Nemea, a spinout of the Baylor College of Medicine and Germany’s Lead Discovery Center, is developing an oral drug to treat metastatic triple-negative breast cancer that no longer responds to currently available therapies.

This type of aggressive cancer spreads from the breast to other areas of the body, such as the bones, liver, lungs or brain. Roughly 38,000 to 57,000 Americans are diagnosed each year with metastatic triple-negative breast cancer. One study showed about half of patients survive past the one-year mark following diagnosis and about one-third survive two years.

“Baylor College of Medicine’s laboratories produce discoveries with the potential to change patients’ lives, and too many of them stall where academic funding ends and private investment has not yet begun,” Dr. Jakub Tolar, president, CEO and executive dean of the Baylor College of Medicine, said in a press release. “The BCM Legacy Fund fills that gap, giving our scientists a path to advance their discoveries to patients.”

The National Institutes of Health awards more than $36 billion per year for biomedical research in the U.S., Baylor said. But some biomedical discoveries “never leave the starting line because they don’t yet fit the economics of venture capital,” the college said.

“The forefront of a new model”

The BCM Legacy Fund aggregates philanthropic capital from private foundations and donor-advised funds. It then invests in startups so they can move beyond that starting line and into later-stage investment rounds. The Greater Houston Community Foundation is the fund’s philanthropic partner.

“It’s exciting to be on the forefront of a new model for philanthropic capital,” said Houston entrepreneur and investor Burton Hanson, managing partner of the fund.

“Not only do we hope to solve a real problem by advancing these therapies to the patients who need them most, but we also hope this model will inspire others in the city and beyond toward philanthropic creativity and a posture of ‘I sacrifice; we win.’”

The fund expects to invest in about 15 early-stage startups over a five-year span. Baylor declined to divulge the amount of money in the fund and the size of the investment in Nemea.

Nemea’s “world-class chemistry”

Hanson oversees the Baylor fund alongside Chicago investor Steve Lehmann, who led the University of Chicago’s Innovation Fund.

Lehmann said Nemea, the fund’s first portfolio company, “has world-class chemistry, Baylor biology, and patients with no good options. Our job is to fund the experiments that carry it to the next handoff, so that industry and later-stage investors can take it from there.”

Based at Houston’s massive Texas Medical Center, Nemea plans to start clinical trials next year in collaboration with Baylor’s Lester and Sue Smith Breast Center.

Nemea previously received $9 million from the Lead Discovery Center and a $1.6 million grant from Baylor. Last year, the startup said it was seeking $25 million to $30 million in seed and Series A funding.

Debra McCoy of Houston, a former managing director at BlackRock and former partner at Bain & Co., and Paul Thomas, co-founder and CEO of Spring-based benefits manager Luscinia Health, sit on the Baylor fund’s governing board. Dr. Paul Klotman, former president, CEO and executive dean of Baylor, is a senior strategic adviser.

How does the fund find investment targets?

The Baylor Legacy Fund relies on two tools to help unearth early-stage biotech startups:

  • High-resolution “innovation maps” of research institutions. These maps surface hidden clusters of innovation, identify rising-star researchers and tie pockets of “innovation supply” at Baylor to areas of “innovation demand” in biotech.
  • AI-enhanced due diligence. AI agents assist with due diligence of early-stage biotech startups. The fund says the platform “distills the frameworks we’ve developed over a decade of teaching and investing into a flexible … diligence environment.”
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