Executive Search
Choosing between two strong finalists — with evidence instead of instinct.
A private-equity-backed industrial group had two finalists for a Chief Operating Officer role. Both had the résumé. Neither felt obviously right. The board wanted more than a chemistry read before signing off.
The situation
Two finalists. Similar track records. Different operating instincts. The board could argue either way and had already started to — which was the problem.
The question we set out to answer
“Which of these leaders will actually operate the way this business needs over the next three years, and where will each of them strain against the culture they are stepping into?”
How the work was done
- 01
Ran the Penta Personality assessment on both finalists to read judgment, adaptability, and decision-making patterns.
- 02
Applied the Leadership Assessment to identify how each leader develops people, sets direction, and handles pressure.
- 03
Used the Cultural Profile against the executive team the finalist would join, to see where alignment and useful friction would sit.
- 04
Produced a comparative narrative — not a scorecard — so the board could discuss the decision, not defend a number.
What changed
The board selected the finalist whose leadership pattern matched the operating rhythm the business needed, and went in with a clear read on where the new COO would need executive-team support in the first year.
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Decision made in one session — not four rounds of debate.
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First-year development plan built directly from assessment evidence.
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The runner-up remained in the process — the report clarified where they would be a strong fit later.
The principle behind the case
“Executive search is a decision under uncertainty. Evidence does not remove the uncertainty — it makes the uncertainty legible.”