Part one. Head of Finance & Accounts
A structured four report search from June to October 2025 evaluated more than 20 candidates. The selected candidate commenced on 6 October 2025, completed a six month probation with an outstanding record and was formally confirmed.
Beyond filling a vacancy, the organisation needed a Head of Finance who could bring demonstrable fundraising and capital raising experience, a strategic imperative tied to the company's growth agenda.
- Report 1 (20 Jun). Two candidates presented from 20+ Indeed applicants. Key insight: the initial ₦1.2M budget was below market for the required profile.
- Report 2 (11 Jul). Five candidates advanced to screening. Mixed compensation expectations, none progressed to formal interview.
- Report 3 (18 Jul). Three candidates advanced to first stage interviews. Solid experience, none fully demonstrated the fundraising capability.
- Report 4 (28 Aug). Three refined candidates; all advanced to physical interviews. The final candidate distinguished himself on fundraising depth.
- Placement (6 Oct). Client revised take home to ₦1.5M, justified by candidate profile and strategic fit. Formally confirmed April 2026.
How we navigated the finance search
- Compensation misalignment. Our first report surfaced the gap clearly, enabling an informed budget conversation early rather than late.
- Specificity of the fundraising requirement. Not fully reflected in the JD, but decisive. Progressive refinement of the brief narrowed the search with increasing precision.
- Balancing speed with quality. Four sequenced reports over ten weeks; each round sharper than the last.
Part two. Head of HR & Administration
Running concurrently with the finance search, this mandate addressed a parallel leadership gap. HR had been managed in a primarily operational capacity. As the business grew in complexity, leadership needed a Head of HR who could architect people strategy, build institutional HR capability and serve as a genuine business partner. A senior strategic HR leader, with a strong preference for a female candidate.
- Report 1 (23 Jun). Eight candidates presented from a blended sourcing pipeline. Client feedback pointed progressively toward a more strategically oriented profile.
- Report 2 (30 Jul). Four candidates. Pivotal moment: we shifted entirely to targeted headhunting for strategic HR leaders. Gender preference confirmed as a material criterion.
- Budget revision. Sustained market intelligence led the client to revise the salary budget from ₦1M to ₦1.2M, meaningfully expanding the accessible talent pool.
- Final stage. Two candidates advanced. The selected candidate, headhunted via LinkedIn, resumed on 8 April 2026.
The right candidate was not in the advertised pipeline. She was found through deliberate, targeted outreach.
How we navigated the HR search
- Strategic vs execution gap. Early candidates were capable operational HR managers; the client needed a strategic architect. Once crystallised, the search became far more targeted.
- Compensation vs seniority tension. Documented across multiple reports, market data drove the ₦1.2M revision, the turning point in attracting the right calibre.
- Candidate attrition. Withdrawals after offer and interview no shows required us to maintain pipeline depth throughout, alongside a structured two stage process.
Outcome across both mandates
- Finance. Placed 6 Oct 2025, confirmed at month 6 with outstanding performance. Actively contributing to the fundraising agenda.
- HR. Placed 8 Apr 2026 via direct headhunting. Salary negotiated smoothly at ₦1.2M net. All key criteria met.
- Total. 6 reports across 10 months, 28+ candidates evaluated, 2 senior placements confirmed.
