the Sourcecon AfterDark affair jabbering over the best way to help Bill, our disappointed and alarmed Sourcecon co-attendee sitting next to us, half-listening, his attention wavering between what we're telling him and the siren glare of the LinkedIn interface.
We four sourcers, we happy four, we band of brothers raged and rattled and roared at each other over past victories and bitter phone sourcing defeats for about an hour and decided a best plan of attack against the bastion that held the promise of deliverance for our disappointed young brethren who had the sense God gives few to ask for help where it can best be found.
Let me ask you something, Reader.
If your house is on fire are you going to text or email/InMail 911 for HELP or are you going to CALL SOMEONE ON THE PHONE and scream for HELP! knowing someone will hear you?
Bill was calling 911.
As a parting exchange one of the phone sourcers, a seasoned gentleman from Canada, nodded to Bill and said, “Don’t you worry - by tomorrow morning all this is going to be fixed.”
Young Bill looked at him like a deer in a headlight, not knowing what to believe.
How much money would recruiters pay – how much money would a CEO or a CFO of a company be willing to pay - to hear those words from a sourcer’s lips and know he could believe them?
I looked at Bill and nodded.
“He’s right. Don’t worry. Go have yourself some fun. Come to Room 334 at 7:15 and we’ll get this thing done.”
He looked so young and vulnerable.
I wanted to make him some hot chocolate.
Pam and I left and went to bed.
It was past our bedtimes.
It was about 11.
7:15a.m. came and went and I was beginning to wonder if Bill was going to show.
Did he remember? He was absent mindedly nursing a beer when we last left him sitting slouched back/slightly hunched forward on one of the bar’s couches, hoodie up with the eerie bright glow of the laptop casting a rather cherubic flush onto his young, fresh-scrubbed face.
He was earnestly searching LinkedIn and CareerBuilder like all of salvation laid within their gated districts.
7:18 and a knock sounds at the door.
Pam is sitting cross-legged on the floor in front of the door putting on make-up and I ask her if she’s ready.
“Bring him in,” she says.
She’s quiet, getting her game on; pulling herself together - thinking.
“Good morning,” I say, as I open the door.
“I wasn’t sure I had the right room,” he stammered, slightly.
“He’s nervous,” I thought.
“Daylight’s burning in the Midwest,” I say to him.
He looks at me like he’s just realizing the midsection of the country is two hours ahead of us here in Seattle on Pacific Time.
“That’s right!” he exclaims.
“It’s 9:15 there!”
“9:19,” I correct, glancing at the clock.
He’s clutching his laptop.
I imagine him sleeping with it clutched next to his chest.
I shake the image off and ask to see what he has.
Sure enough he opens his laptop.
But then, you already knew that, didn’t you?
Before he’d arrived I’d looked up the number of the airline we’d be calling.
I had to dig a bit because the first number most commonly found is an 800 number.
We don’t want to call 800 numbers because in general 800 numbers are a pain in the ass (too many prompts/they identify my CallBlock number/take too much time to wade past.)
Time is money.
I found a number that uses a regular area code exchange and called it before Bill arrived to see how it worked.
This company employs near 90,000 people and it’s using a number that offers entry to an employee directory and an option to hit zero for “the receptionist” and when you do that it instructs you to “leave a message.”
Figure that one out.
Someone do that and send me the answer – okay?
Deciding the best way to approach this is to “stab in” (call directly in to the company number-by-number reaching individual employees at their desks) I had begun that process around 5a.m. PT to find that it was a very simple one-after-another number assignment to individual employees in the company.
Piece of cake
I was locked and loaded when the knock came.
“Let me see what you have,” I demanded.
He hands me a list with four names scribbled on it.
I’m pretty sure they’re all off LinkedIn.
Pam is standing next to me craning to see the list.
“That woman’s no longer there. I checked,” she said, pointing assuredly and shaking her head.
I looked at her, sideways, “You did?”
I was surprised.
“Last night. When you went to bed. I’m ahead of you on this, Maureen.”
I looked at Pam and laughed.
“I’m glad somebody is. This isn’t going to be easy,” and felt myself relax some knowing Pam is every bit as good a phone sourcer (if not better!) as I am.
There are many times I know for sure she’s better.
“Then you know what to do; you know they use-”
“-an answering machine?” Pam almost shouts back at me, emphasizing the absurdity of it all. “I know! Can you believe it? We’re gonna have to stab in. Here’s the- "
“-internal dial system? I have it; found it this morning,” I counter back and we both looked at each knowing we each knew what the other knew and not a whole lot more needed be said between us on the subject.
Bill looked from one of us to the other like, "What's goin' on?" with that "Who's on first/who's on second?" look.
Pam then says, “I did find one woman on that list, though, in the company phone directory. The Sr. Manager for Loyalty Marketing that Bill thinks his Traitoress-Consultant works under. Her extension is 1156.”
Let’s start with the 1100’s then, with the hope some of her team members will be assigned numbers nearby. I’ll go in there (pointing at the bathroom) and I’ll do the numbers above 1150 and you take the numbers below,” I said as I picked up my phone and headed for the bathroom.
To be clear and to help you stay on track with what we’re doing to this point:
We’re going to be “stabbing in” (calling in) to the company – one number at a time – one number after another and keeping track of who answers as we go – until someone answers and then we’re going to ask that person (who answers) if they can help us locate numbers/names/any information on the team members of the Consultant that Bill so desperately wants to identify in hopes of replacing the candidate that was just lost.
That’s what we’re doing and that’s what we did and I hope you stay tuned to find out what happens next!
This story shall the good man teach his son; And Crispin Crispian shall ne'er go by, From this day to the ending of the world, But we in it shall be remember'd; We few, we happy few, we band of brothers; For he to-day that sheds his blood with me Shall be my brother; be he ne'er so vile, This day shall gentle his condition: And gentlemen in England now a-bed Shall think themselves accursed they were not here, And hold their manhoods cheap whiles any speaks That fought with us upon Saint Crispin's day.
William Shakespeare, Henry V
oose the software even if it is one of the pricier ones out there. I chose it despite that fact because after that investigation it certainly looked one of the best in terms of what it offered. We can afford it and you are correct, I did understand the costs full well and entered the contract with 'eyes wide open' so that was my choice. To your point about 'when value is felt', I suppose from my side it is difficult to completely disregard the cost of that value you are seeking, and the greater the cost the more you feel that 'lack of value' so I think those two things are difficult things to separate. I just can't see beyond the belief that we shouldn't pay for something we couldn't use. If it is the way 'SAAS' vendors operate, it is in desperate need of a change. I was speaking to a good friend who works for a company that specialises in compliance and trade order systems for the financial services industry and he was telling me that clients pay half of the fee on installation of the software, and the remaining half on go-live. It is sometimes debatable as to what constitutes go-live, but they tend to base it on the date on which the client is able to derive sufficient benefit from the system and in deriving that benefit are happy to sign-off the acceptance of that software. I know SAAS systems are different and don't require an installation as such, but the way they operate shouldn't be that different to older installation-based systems as to charge people a full fee before they are able to derive any benefit from it. Anyway - I think we may agree on that point.
2.) IMPORT - Perhaps I could have run one or two more tests before spending the time preparing the data for import. I have worked as an IT consultant and I haven't worked on many projects where some issue comes up and one bemoans the fact that one could have done more testing. However, I spent a considerable amount of time in my 'planning', based my data preparation on what I researched in the Bullhorn Support Centre in conjunction with a lot of questions to tech support, and so believe I was pretty thorough in my approach. I appreciate that imports are complex affairs, particularly as client data and requirements differ markedly from one to another and so to get an import carried out successfully, vendors need to make sure they can cover their costs and so fees are high. However, in providing tools that allow clients to carry out a simpler import, the tools really need to work. I did readily admit that to their credit Bullhorn eventually agreed to do the import for no charge, but it did take a very long time to come to that conclusion. The recent attempt at import has uncovered a few more bugs in the import tool and I really think that a professional organisation should have a tool that works properly. If not clients that are offered this tool as an option, will always face issues and have to revert to Professional Services which will incur a cost that wasn't expected.
3.) CONTRACT - I think you're spot on when you say that contracts exist as a tool of last resort. In one of my final discussions with Bullhorn on the matter, the contract was referred to right upfront in the conversation with the Bullhorn representative telling me that as a signatory on the contract I should have understood it and must therefore pay. I said that I understood this full well but that having been a business owner myself, when one of my clients had raised a situation where a contractual term did not make complete sense or possibly threatened a fruitful ongoing relationship, we had carefully considered their case and when required had moved outside of the strict contract terms to maintain a good working relationship. I suppose what I felt continually through the process is that they had not carefully considered the facts of our particular case and were going to the contract and it's terms long before they needed to.
4.) SHARING MY EXPERIENCE - You mention my one-sided, self-serving story Martin. Clearly you disagree with the sharing of my experience with others? I consider myself a reasonable person and have tried to keep strictly to the facts of my experience. Bullhorn are welcome to share their side of the story too. The crux of the matter is that I really feel strongly that they have not tried sufficiently to understand the extent of my frustration. At no point has anyone ever picked up the phone and called me and said 'Let's try and come to some kind of resolution on this'. Aside from the one telephone conversation, which I requested many times, I have only received emails with a pretty hardline, reasonably unapologetic attitude, informing me that as a signatory I am responsible for what I sign. When dealing with a software vendor, after-sales support and customer service is most often more important than the functionality of the system itself and on this side of things, in my experience, Bullhorn fall horribly short of what I think are my reasonable customer expectations.
Thanks again for your response.
Martin H.Snyder said:
Nobody likes to see Bullhorn screw up more than I do, but Justin, I'm afraid to say that I think you had a hand in creating the problems and that you responded disproportionately to those problems. The quote for the conversion was high, but at least on the planet. Conversions are craft-jobs that require extensive quality communications to achieve great results. That’s costly no matter who does the work.
All vendors know that not every new customer can afford that service, and there are always smaller import/export jobs that need doing, so the good tools all have robust tools to help end-users with DIY projects.
In your case, you found a legit bug in the import tool, but a pro import analyst would have run test loads at the earliest stages of the project- the initial map- which would occur prior to massaging the bulk of the data for import. So their bug and your inexperience led to an obstacle. Your expectation was that they would move heaven and earth to see you through the job, and when they failed to do that, you became angry. Then, to their credit, they ended up doing the job at no charge anyway.
So to fully understand customer centrism, we need to know that when pro services are out of reach financially for customers, vendors should then just step in and do the job anyway. I guess I get it…..but how good do we want vendors to be to customers other than ourselves?
Next up is a misunderstanding of the financial obligations. You say that, sure, there is a contract, and yes, it does spell out the start and end dates of the payments. I will guess that customer centrism means payments are only due when value is felt and contracts are for the other guy? With the former, I can agree 100%. We would never try to sustain an account charge when a customer could not get value. Contracts exist as tools of last resort in a business relationship. When Bullhorn goes to the contract first, that’s a big mistake and something they will have to fix, but clearly, you signed it, and you are obligated to pay it and then recover for their breach.
Withholding payments due is your breach, regardless of their breach. That said, most people understand that the accounting functions and customer service functions of smaller businesses (and Bullhorn is still a small business) are often quite separated. They ended up doing the right thing, again, as would be expected. And here you are, filling search engines up with your one-sided, self-serving story, trying to hurt them because they would not bend as fast as you wanted them to.
Sometimes firms screw up. Lucky we are in a business where life and limb is not on the line. Sometimes disputes take on personal or emotional baggage, and one side is clearly unhappy but for difficult to understand reasons. Customers are the life of any business, but they are not always right, and they have ethical obligations which exceed the mere handing over of money.
I took the time to pen this because people can learn from it. The original sin was your acknowledgement that Bullhorn is expensive, yet not really accepting what that fact means. Affordability is personal, of course, but when you buy something expensive, the purveyors expect you to be a person can happily afford the offering. When that’s not operative, it’s not automatic trouble, but it takes some patience and accommodation on both sides to work out well. That seems absent here.
Featured Blog Posts by Sheila:
* The Best Advice I Ever Got
* Research & Recruiting - Lingo Simply Defined
Today is a sourcer's delight. Sheila Greco has always practiced the "pass it forward" doctrine valued at "SixDegreesfromDave". From traditional search, competitive intelligence to research/name generation this petite, soft spoken personality is a well known brand in research product delivery and services to her clients. Sheila has established herself as an industry Thought Leader within the conference circuit as a presenter. Most recently, Sheila spoke at ONREC this past September in Chicago, “Best Practices Combining New Technology with Traditional Sourcing.” Today, Sheila walks us through the process of traditional search as a practitioner, and from the vantage point of her clients - with her recipe for successful value-ads in pursuing and utilizing research in the long term with all the ferver of an evangelist.
About Sheila Greco
With Sheila’s leadership responsibilities as President and Chief Executive Officer of Sheila Greco Associates, LLC and her active role in the overall growth and success of the company, she places her broad-based skills and experience at the disposal of clients, candidates, and colleagues alike. As an entrepreneur, she has gained extensive experience in human resources to include, research, recruiting, and competitive intelligence. As a strategic results oriented leader, Sheila has a proven track record of building long-term and solid relationships with clients and candidates.
Prior to launching Sheila Greco Associates in 1989, Sheila spent several years with Goodrich & Sherwood, an executive search company in New York City and Greenwich, Connecticut. She began her career as a research associate and quickly climbed through the ranks and ultimately became a Director of Executive Search specializing in consumer packaged goods marketing and sales.
An alumna of Hartwick College, Sheila received her Bachelor of Arts degree in Economics and Marketing. She is a member of the National Association of Executive Females, Society for Human Resource Management (SHRM), SCIP (Society of Competitive Intelligence Professionals), Women in Technology International, and participated in many events sponsored by the New York State Olympics. Sheila is also currently Chairperson for the Amsterdam YMCA.
Q & A with Sheila Greco, CEO at SGA
Six Degrees: Tell us of your home world, Sheila
Sheila: Family has always been #1 on my list. I have a son who I adore, a great husband and dog. Just like you Dave, I do a lot of traveling but I will share a secret with you, it is always scheduled in between my son’s games and school activities. He is 15 and I am proud to say I have only missed one baseball game. This is quite an accomplishment since he plays golf, baseball, and basketball.
As I travel around the country each meeting that is set is scheduled around my son’s activities and games. Part of my mission in life is to NEVER miss my son's games and school activities. He too travels as he is part of a NIKE Basketball National AAU Team. This continues to be part of my life too.
My philosophy is to work hard and play hard, something I live everyday! I am a very competitive person, I guess I passed this along to my son. I tell him and I tell all I come in contact with; when you step on the court, baseball field, spelling bee stage, lacrosse field (I played in College), tennis court (played in college) whatever, you need to have a winning attitude and give 110% or don't play at all. I also say you win some and lose some... and you tend to learn more from the losses that you experience. But I love to win!!
Six Degrees: How did you get your start into the Recruiting World?
Sheila: Networking, and being in the right place at the right time! Some would say I was lucky in how the opportunity came to me Dave. I started as a research associate with the Tidewater Group in Stamford, CT and my job was to identify names for recruiters to recruit. On my first day I was handed the Standard Directory of Advertisers, “The Red Book” and told to identify 500 marketing names from consumer packaged good companies and to do it quickly! Baptism by fire….I must say! I remember my boss telling me “here’s the telephone”, and the rest is history! When I started the Internet wasn’t even thought about. As the year went on, I became a sponge for knowledge, learned all about companies and how they are structured and loved it…obviously!
Six Degrees: Baptism by fire? I recall you once told me, your Initial Thought – “Is this really a job?” You peaked my interest Sheila, tell us more about your initial perceptions as a researcher and overall practitioner.
Sheila: “After the handshaking and signing of papers. I was told my role as a research associate in a nutshell was to obtain names. I was handed the standard directory of advertisers and told to identify 500 brand managers in one week from P&G, General Foods, Kraft, Colgate Palmolive, General Mills, Coke, Unilever, just to name a few. Why? Because Pepsi needs 10 brand managers yesterday.
Catholic Guilt began to set in….so I went to my boss and said “Why are we doing this? Why are some people hesitant to give names? This is not rocket science! I am having some difficulties here.”
She said, “I used to feel the same way, not anymore… Our job is simple, our clients ask us to offer an opportunity and these folks can either take advantage of it, refer someone or not!” Next without skipping a beat she said, “How many names did you get so far?”
Six Degrees: What was your progression track as a practitioner to establishing your own research firm?
I began my career as a financial analyst. I joined the wonderful world of executive recruiting where my real training began. I was recruited to a prominent executive search firm in New York City as a research associate. I joined Goodrich & Sherwood working in Greenwich, CT and New York City where I worked as a research associate for approximately 14 months. Soon thereafter I was tapped on the shoulder and told that I was ready for the next step and was promoted to a principal. This was my true entrée’ into recruiting. As a side bar, my first candidate ever was George Brandt, most of you know him. His company, PrimeGenesis is a company that specializes in Executive On-Boarding! Anyway, he was always one of my biggest advocates and I do thank him for that. Actually he is now on our company’s Advisory Board!
In 1989, I followed my dream and started "Sheila Greco Associates"
Today, I am still passionate about what I do. I continue to work hard and play hard. May I also add, that this wonderful Recruitingblogs.com community plays nicely into my personality…I like to listen, learn, respond, help and build relationships.
Six Degrees: Tell us about your company, Sheila Greco Associates:
Sheila: Since I founded Sheila Greco Associates LLC in 1989, SGA’s primary mission is to dramatically shorten the amount of time it takes clients to find the RIGHT executives. Since 1989, SGA has been a True Recruiting Solutions Company, specializing as a single source provider of online data, Custom Research, Recruiting Support, and candidate name generation to executive search and HR professionals. We offer Customized Research & Competitive Intelligence, (CCI), in which we partner closely with clients, helping them identify professionals to recruit, target their best sales prospects, understand industry trends, and find valuable intelligence on their competitors. We provide research and customized competitive intelligence to corporations and search firms alike. Our clients include professionals in recruiting, business development, sales, analysts, competitive intelligence, and corporate librarians.
SGA is known for its signature delivery product, ExecutiveTracker, which houses the most comprehensive list of executives currently employed at major companies – both private and public – across all industries. SGA carefully researches and sources each passive candidate – from the C-level executives to the hard-to-find, mid-level decision makers. Users can view company name, location, job title and function and other information of passive candidates based on search criteria. Once they determine contacts that best fit the current open position, the recruiter can purchase the complete contact record, which includes name, phone number, email, reporting structure and a biography, if available.
Six Degrees: I think it’s fair to say you have been an evangelist on behalf of the “Traditional Search” niche within the sourcing sphere of our staffing industry. You have been especially vocal about using ‘today’s research results’ for future search assignments. Can you elaborate?
Sheila: As I became more experienced, I began to understand organization chart structures, titles, roles, responsibilities and how companies differ across industry segments.
Too many recruiters solely use the Internet. I am not saying replace what may work for you, but consider adding traditional research to your recruiting strategy. By fully leveraging traditional research, the standard recruiting process evolves into a strategic resource to be used not only for the current search assignment, but for future assignments, benchmarking and competitive intelligence.
Six Degrees: Walk us step by step through an effective “Traditional Search” process.
Sheila: Say for example, you need to find out who the brand managers are. Here’s the telephone and the book which lists the names of the brands for each company. Think of it as a game. Set a target of 10 names per call and just keep asking till they won’t give you any more. If you can, find out who they report to and who reports to them.
Six Degrees: In having reviewed your presentations in the past, I think you underscore an important criteria, “Titles can be deceiving, know the role – research it just as you would the pipeline throughout the process.” Can you elaborate for our readers?
Sheila: Definitely, Titles can be deceiving, know the role. We recommend researching from the top level down. In general, Never stop asking questions and guiding the interviewee so the information needed is obtained. Don’t be afraid to ask questions regarding structure and team members.
More specifically, however, consider that once traditional research and charts are completed, we recommend showing them to the client. Allow the client to provide feedback and offer comments which may include: “proceed, I know this person, don’t proceed, already interviewed, perfect.”
As the candidates are presented, I’d recommend developing a summary of how they compare to one another - it assists the client with deciding when to interview and for which business group. Along with resumes, it’s ideal when you provide the client organization charts to show how each candidate compares to their own internal staff structure. By presenting the organization charts it enables you to intelligently discuss why these individuals were chosen. Again, always share your findings from start to finish!
Six Degrees: Can you walk us through a case study where you employed traditional search strategies?
Sheila: Our client asked us to recruit a Vice President of Merchandising. Following the steps using the tried and true traditional research methodology, a list of approximately 100 potential candidates to call was developed and five candidates were presented. The cost of research was 20 hours and recruiting approximately 35 hours.
The result: we presented the client with an ultimate hire while saving the client money. We also had built a pipeline of candidates that were used for future searches. In addition we provided the client with an in-depth knowledge of the competitive landscape which could be used for future searches.
Six Degrees: As a Pioneer in our industry, what advice would you like to share with those just joining or new to research and recruiting?
1. You need to know that time is of the essence EVERY DAY. This is crucial. Every one wants everything yesterday.
2. Do not be afraid to ask questions. It is okay to say “help me”. Become aware of the tools the team uses and learn how to use them to their fullest. It is also a great idea to learn how and where to go get things yourself because you do learn more by “being in the trenches”.
3. Never stop learning! Be knowledgeable, as time goes on, be the expert and go-to person. Earn respect, do not expect it. Be thorough! Do not take shorts cuts because in the long run it will come back to haunt you! Take the time to do the upfront work.
4. Build relationships internally and externally! Two of my favorite sayings are “what you do today, will help you tomorrow” and “maybe not a candidate or client today, but maybe a candidate or client tomorrow.” I tell everyone on my team, engage, listen, and respond.
Six Degrees: How do you see the staffing industry adjusting to keep costs down and broaden its value?
Sheila: (1) We are seeing companies that are being strategic, proactive and methodical as it relates to hiring. The days of handing over 3-5 candidates for a specific rec and saying “here you go” are over. Many hiring managers want to be part of the process and want to be shown the research, the pipeline from the targeted companies, how the potential qualified candidates compare and contrast with to each other, their respective teams, and the available talent universe. Methodical, yes... but very smart. Companies are looking for ways to keep costs down while still recruiting top talent. By using this methodical approach the research can be used again and again thus creating value long term.
2. Building and keeping relationships: Company executives really want those long term partners who can help them. Hiring managers and recruiting professionals alike want a team approach and value the results that it produces.
3. Today, more so then in than in the past, successful recruiters are looked at as experts and partners. The respect has been earned and we are now invited to have a seat at the conference table! Hiring managers have learned to respect what it takes to find the candidates and we have conditioned them to listen to what we have to say. A great example is the fact that we have them understanding the value of tools that are now available, ATS, research and recruiting tools, and online communities. The executives are more on board with us! Great job guys and gals.
4. Lastly we are seeing many top companies across several industries going through the exercise of making sure their internal teams are staffed with the best in the industry. It is not surprising to have leaders take a peek at their competitors, their staff and compare it to their own. If necessary we are seeing them pluck the good ones from others.
Six Degrees: What are the value-ads in pursuing and utilizing research in the long term?
Sheila: Dave, time and again, it’s whether the client has the vision and tenaciousness to view the information as a resource that can also be shared with other business groups in the organization. Once they review how best to leverage the yield of valuable information they see how it applies not simply to just talent management, but also issues of diversity, future restructuring efforts, long term strategic hiring as well as other human resources strategies. I’m in the business of being a long-term partner, not a transactional partner – and I’ll do my best to work with my clients in finding multiple venues to pursue their objectives with all the value-adds that are implicit in the research process.
Six Degrees: We always see you smiling, cheerful and happy. When you are not working, what are you doing?
Sheila: I am always on the go ... I don't really know another way of life. I guess I am just like my mom and dad! They always told me if I am passionate about what I do for a living, then it won't be a job! So I guess that is true....after all these years, I remain passionate about what I do. I am a workaholic and a proud mother too.
Six Degrees: Tell us something about you few know outside of the industry:
Sheila: In the summer I spend my off time on the Lake (Lake George in upstate NY) with lots of family and friends. The more the merrier! I enjoy fast cars and boats, as well as fishing when I need some quiet time.
I also love to volunteer and some day when I strike it rich, I want to be a philanthropist. Nothing makes me happier than to put a smile on someone’s face.
“Sheila is highly professional and persistent is obtaining the information she needs. At FIND/SVP, we hired Sheila to unearth information that we could not find through traditional channels, and she never disappointed us.” August 6, 2007
Ann Middleman, Director of Research Services, FIND/SVP
“Sheila is whip-smart, focused on the needs of her clients, and a natural relationship builder who always delivers on her commitments.” July 23, 2007
Glenda Brown, Consultant/Director, Partnerships and Alliances, Association of Executive Seach Consultants
“Sheila is extremely responsive, diligent and a great listener. Her focus is sharp and she's able to direct her team/resources at the right point. Her team will be an asset to any HR building effort, be it recruiting for a new operation or augmenting an existing staff.” June 26, 2006
Anindya Dixit, Exec. Vice President, MMatrix, Client”
“I have known Sheila Greco for close to 10 years and have worked directly with her and her associates on several projects to include; traditional search, competitive intelligence and research/name generation. Her firm sets the standards for excellence in all of these catagories.I am delighted to be able to endorse her work.” May 27, 2005
J. James O'Malley, Sheila's client
“I have engaged Sheila on a number of occasions, going all the way back to 1990. The work she has done across a broad array of subjects has always been of very high quality, on time and beyond expectations. She is a pleasure to work with.” February 19, 2007
Top qualities: Great Results, High Integrity, Creative
Don Rosenkoetter, client
“I've worked closely with Sheila for several years. She’s a successful entrepreneur who has built an outstanding organization and assembled a great team that provides the highest quality work to clients. The significant value she provides to clients is to quickly and accurately evaluate their needs, then very effectively partner with them to provide solutions that make their businesses better. Sheila's energy level is inspirational, and she’s one of the funniest people I've had the pleasure to meet. I highly endorse working with Sheila.” January 11, 2008
Peter Malamas, Sr. VP (Current), SGA ExecutiveTracker