In the high-stakes world of private equity, leadership can make—or break—a portfolio company. As pressure mounts and timelines shrink, hiring the right executive talent is no longer optional, it’s imperative. In this post, we unpack the traits that define successful PE-backed leaders, highlight insights from the 2024 AlixPartners survey, and share why aligning talent strategy with investor expectations is the key to value creation.

When hiring a senior Sales leader or executive, the reference check isn’t just a final formality. It’s a strategic tool. Done right, it confirms what you think you know, uncovers what you need to know, and sometimes, saves you from a very expensive mistake.

Let’s break it down.

We get it. Hiring the wrong person can have long-term, expensive consequences. You want to get it right. But here’s the reality that most hiring managers don’t love hearing: the “perfect” candidate? They probably don’t exist. And that’s not a bad thing.

Facing the talent drought of 2025, companies are rethinking how they attract and retain top talent. Discover proven strategies—from executive rehiring to returnships—that forward-thinking leaders are using to build stronger teams and future-proof their organizations.

Let’s face it—sales is hard. The targets are aggressive, your pipeline never feels full enough, and someone, somewhere, decided that “Always Be Closing” should be a personality type.

But here’s the truth: sleaze doesn’t sell.

A new trend is reshaping hiring and recruitment strategies: the rise of boomerang employees. These are individuals who leave an organization only to return later—bringing with them a wealth of experience, fresh perspectives, and often, a renewed sense of purpose. As companies navigate talent shortages and look to build resilient teams, boomerang employees are proving to be real assets.

Once upon a time, unlimited paid time off was the workplace equivalent of a first-class upgrade—flashy, exclusive, and everyone wanted in. It signaled a progressive, trust-based culture where employees could unplug and recharge at will. It was the benefit—the one sure to catch the eye of exceptional talent.

Fast forward to 2025, and that once-coveted perk is starting to feel more like a mirage: enticing from afar but far less impressive up close. Sure, it sounds generous. “Take all the time you need,” they say. What they don’t say is, “...as long as you’re reachable, available for meetings, and still hitting your KPIs while you’re poolside.”

Spoiler alert: that’s not a vacation.

When the time comes to hire a new Sales Manager, many companies face a common dilemma: Should you promote your top-performing salesperson, or look for fresh talent from outside the organization? It's tempting to elevate your MVP into a management position, assuming their success on the sales floor will naturally translate into leadership. But before you make that call, let's pause and ask: Does the skill set of a top salesperson truly align with what's needed to be a successful Sales Manager? The answer isn't always as clear-cut as it seems.

There’s a new workplace epidemic: FOBO—Fear of Becoming Obsolete. With AI reshaping industries at breakneck speed, more employees are wondering: “Will a robot take my job?”

The hiring landscape is evolving at breakneck speed, and candidates aren’t shy about telling employers exactly what they want. But here’s the twist—what they say they want and what actually gets them to accept a job offer don’t always match up.

Hiring top-tier executive talent in today’s market can feel like searching for a Jedi in the Outer Rim—rare, highly sought after, and usually already leading their own rebellion. The best candidates? In high demand. Traditional recruiting methods? About as effective as a Stormtrooper’s aim. To win the executive talent war, you’ll need more than just the Force—you need a strategy, innovation, and maybe a few Jedi mind tricks.