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 scientist wins prestigious Pew Scholar award for brain cancer research

standout scholar

Christina Tringides, an assistant professor of materials science and nanoengineering at Rice University, is one of 21 scientists to win a prestigious Pew Biomedical Scholar award.

She is the first faculty member from Rice to win the distinction, which provides $300,000 over four years for advances in biomedicine, according to the university. The awards are granted to researchers who are in the first few years at the assistant professor level.

In Tringides’ case, the funding will support her innovative new method of modeling glioblastoma, a common and extremely aggressive form of brain cancer. Thanks to producing its own blood supply, glioblastoma spreads quickly, weaving tendrils of blighted tissue throughout the brain. Because of this, surgery is difficult and conventional therapies ineffective.

Understanding the way glioblastoma spreads is crucial to the search for a cure. Tringides is using hydrogels that mimic the brain’s extracellular matrix. Using cultures and a microscopic labyrinth, her team can see how the cancer spreads, bonds with neurons and changes cell wall activity. Essentially, Tringides has devised an intelligence test for tumors in hopes of learning how to outsmart them.

“As cancer crawls through the maze, we can look at how it is interacting with the neurons more and more, and measure how electrical activity is changing as a result,” she said in a news release from Rice.

Examining how cancer cells grow can reveal which conditional changes slow them down. Finding ways to alter the structure of brain matter in a way that makes it inhospitable to the cancer could lead to therapies that would impede growth or even reverse it. Using her custom-made ersatz brain maze makes it easier to observe changes than it would be in a patient’s brain.

“Imaging synapses is time-intensive ⎯ it can involve large data files that are hard to visualize, but if we know that the only place where we might have a synapse is this tiny 1-by-4-by-10 micron channel, it makes it much faster and reliable to image them,” Tringides said.

Born in Ames, Iowa, Tringides received her doctorate in biophysics from Harvard before joining Rice in 2024 through a Cancer Prevention and Research Institute of Texas (CPRIT) recruitment award.

Her research was also one of the first four projects to receive research awards through the Rice Brain Institute and TMC Neuro Collaboration Seed Grant Program.

Texas residents earn 11th highest income in U.S., says 2026 study

Money Matters

A new WalletHub study comparing income disparities across America has ranked Texas residents No. 11 on the list of states with the highest earning residents in the nation.

The report, "States Where People Have the Highest Income (2026)," analyzed U.S. Census Bureau income data in all 50 states and the District of Columbia. The report evaluated the average annual income of the top five percent, the median annual household income, and the average annual income of the bottom 20 percent of residents in every state, all adjusted for the cost of living.

The report's data revealed the top five percent of Texans, the highest earners, make $520,378 on average yearly after adjusting for the cost of living. That's the seventh-highest income among the top five percent of earners nationwide.

Meanwhile, the median annual income of a Texas household is just under $76,000. The bottom 20 percent of Texas residents make $17,651 a year, the report found.

For additional context, the latest data from the Federal Reserve shows an American household's median yearly income is about $83,700. WalletHub analyst Chip Lupo also found that the highest earning 10 percent of individuals in the U.S. earn over 12 times more than those in the lowest-earning 10 percent, based on the latest Census data.

"By measuring the income of various percentiles against a state's median income, we can better identify where income disparities are more prevalent, which could help us better understand why residents of certain states struggle more to make ends meet," said Lupo.

Virginia is the state where residents earn the highest income in the U.S., WalletHub said. Based on the report's findings, the top five percent of Virginians make $545,097 on average per year after adjusting for the cost of living. The median annual income of a Virginia household comes out to $95,339, and the bottom 20 percent of residents make $19,671 annually on average.

Conversely, West Virginia is the state where people have the lowest income in the U.S. A West Virginia household makes a median annual income of $56,610, the third-lowest nationally, and the bottom 20 percent of residents make $13,260 on average per year, which is the fifth-lowest in the nation. The top five percent of West Virginians make $372,218 on average per year.

The top 10 states where residents have the highest income are:

  • No. 1 – Virginia
  • No. 2 – New York
  • No. 3 – New Jersey
  • No. 4 – Washington
  • No. 5 – Connecticut
  • No. 6 – Utah
  • No. 7 – Colorado
  • No. 8 – Minnesota
  • No. 9 – Illinois
  • No. 10 – Massachusetts

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This article originally appeared on CultureMap.com.

23 Houston companies rank among America’s most future-ready businesses

future focused

By one measure, Spring-based tech giant Hewlett Packard Enterprises reigns as the most future-ready Houston-area company on the S&P 500 stock index.

HPE sits at No. 72 in a first-time ranking of the best S&P 500 companies for the future. Including HPE, 23 Houston-area companies appear on the list.

Published by The Wall Street Journal, the ranking was created by Bendable Labs for the WSJ Leadership Institute. It evaluates how S&P 500 companies stack up in six areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility. To be ranked, a company had to be part of the S&P 500 as of Dec. 31.

Among the six categories, HPE ranked highest for innovation (No. 30) among local companies. The WSJ didn’t say why HPE scored so well for innovation. However, the company stands out in this category thanks to:

  • Creation of the El Capitan and Frontier supercomputing systems
  • Research into photonic computing and quantum networking
  • Last year’s $14 billion acquisition of Juniper Networks, giving HPE an edge in AI-native networking
  • Establishment of the everything-as-a-service GreenLake hybrid cloud platform for data centers, colocation facilities and edge computing environments

In an interview with the Six Five podcast at HPE Discover 2025 in Las Vegas, CEO Antonio Neri said the company’s strategy is “basically founded on innovation, and that innovation drives shareholder value over the long term.”

While HPE fared well in the innovation category, it ranked toward the bottom for financial fitness. What’s behind the No. 430 ranking in the financial category? HPE’s low score likely reflects a debt-heavy acquisition strategy coupled with a historically low-margin hardware business.

Here’s the full list of the 23 Houston-area companies included in the ranking of the best companies for the future:

  • No. 72 Hewlett Packard Enterprise
  • No. 105 SLB
  • No. 120 Baker Hughes
  • No. 125 ConocoPhillips
  • No. 158 NRG Energy
  • No. 176 Targa Resources
  • No. 185 Chevron
  • No. 195 Halliburton
  • No. 223 Coterra Energy
  • No. 229 Waste Management
  • No. 235 Exxon Mobil
  • No. 250 Kinder Morgan
  • No. 257 Quanta Services
  • No. 276 CenterPoint Energy
  • No. 285 Sysco
  • No. 313 Occidental Petroleum
  • No. 318 Camden Property Trust
  • No. 333 EOG Resources
  • No. 365 LyondellBasell Industries
  • No. 373 Comfort Systems USA
  • No. 401 Crown Castle
  • No. 408 Phillips 66
  • No. 500 APA
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