A second opinion before the offer goes out
We have placed several hundred tax, accounting and legal professionals in Fortune 500 departments, and most of them are still there. Which means we have watched what happens after the hire, not just before it. That is the judgment these engagements buy.
Three engagements
Candidate Pool Review and Feedback
You have a pool, from us or from anyone. We read it against what the role actually needs and tell you who is real, who is a stretch, and who is a mistake waiting to happen. Written, with reasons.
Shortlist Evaluation
Three to five people, one role. We assess each against the seat, the team and the reporting line, flag what the interviews have not surfaced, and tell you what to test for in the final round.
Finalist Feedback and Who to Hire
Two or three finalists and a decision to make. A direct recommendation, with the case for it and the risk in it. If we think you should not hire any of them, we will say so.
How this works
- Scoped and invoiced per engagement, not booked online. Tell us the role and where the search stands and we will come back with a scope and a fee within one business day.
- Delivered as a written assessment and a call. Materials are treated as confidential. We have handled confidential search work for a combined 30+ years.
- Works whether or not EbersonJung is running the search.
Where this ends and recruiting begins
We also coach candidates. So the rule, stated plainly: we will not advise an employer on a pool, shortlist or finalist group that includes a coaching client of ours, and we will not take on a coaching client who is a candidate in a search we are advising on. If a conflict appears mid-engagement we will disclose it and step back from that part of the work.
The advice is only worth anything if it is unconflicted, so this is not negotiable.