Lessons from one of the world’s top executive recruiters | Lauren Ipsen (Daversa Partners, GC)

Ipsen distinguishes impressive talent from the right talent for a particular job now. A famous executive may be further from the hands-on work an early team needs. The role's current demands should guide the search more than a recognizable name.

She asks what problem the new leader is coming in to solve. Hiring a head of product merely because the title seems necessary leaves the search without a clear mandate. Describe what successful work would look like before comparing candidates.

Ipsen describes different product-leader profiles, including design emphasis, senior hands-on product work and long-term vision. Decide where the person should be strongest and where other teammates can complement them. A vague desire for someone excellent at everything makes fit harder to judge.

She says the hire cannot be considered separately from the rest of the organization. A leader asked to cover several different responsibilities may need other strong people around them. Clarify the immediate need and the support available rather than silently bundling multiple jobs into one title.

Ipsen uses company mapping as a starting point, then looks more closely at individuals. A strong company or team name does not prove what a particular person contributed. Ask for concrete work and outcomes the person can explain as their own contribution.

She says roles change and people should have room to tell their story. A short tenure needs context rather than an automatic conclusion. Accurate dates and a clear explanation help the conversation focus on what happened instead of a guessed narrative.

Ipsen argues for relationship-based recruiting that remembers what people say. Repeatedly pushing a role that conflicts with stated interests undermines the conversation. Understand the person's preferences and timing before presenting an opportunity as a fit.