Started out in a cramped office with three people and way too much coffee. We saw how many companies were struggling with leadership transitions - good people leaving, institutional knowledge walking out the door. Figured there had to be a better way.
Worked with our first major client on a CEO transition that actually went smoothly. That's when we realized our approach was different - we weren't just matching resumes, we were thinking about culture fit, legacy, and long-term success. Word started getting around.
Moved to our current spot on West Georgia Street. Brought on specialists in organizational psychology and change management. Turns out understanding people and how companies actually work matters more than fancy frameworks.
Added coaching programs and culture assessments because we kept seeing the same patterns - great hires struggling in dysfunctional environments. Started helping companies get their house in order before bringing in new leadership.
We're now working with organizations across Canada, helping them navigate everything from planned retirements to unexpected departures. The work's gotten more complex, but the core mission hasn't changed - making sure today's leaders can hand off to tomorrow's without dropping the ball.
We're a mix of HR veterans, organizational psychologists, and former executives who've been on both sides of these transitions. Click on anyone to learn more about their story.
Started this whole thing after watching a family business nearly collapse when the founder retired without a real plan. Spent 15 years in corporate HR before that, seeing the same mistakes over and over. Got tired of just talking about it and decided to do something. These days I'm usually the one having the tough conversations with boards and outgoing executives about what succession really means. Outside of work, I'm terrible at golf but keep trying anyway.
Twenty years in recruitment taught me that resumes lie - not on purpose usually, but they don't tell you who someone really is. I spend most of my time talking to people, listening to what they're not saying, and figuring out if they'll actually fit where they're going. Used to work for one of the big firms but got sick of the pressure to just fill seats fast. Here, we take the time to get it right. When I'm not working, I'm probably hiking somewhere in the North Shore mountains.
My background's in organizational psychology, but I learned more about leadership from watching good ones fail than from any textbook. Been coaching executives for over a decade now - helping new leaders figure out their first 90 days, supporting outgoing ones through the letting-go process. It's messy, emotional work, and that's exactly why it matters. Nobody teaches you how to stop being the boss, y'know? Outside the office, I'm probably at a pottery class trying to make something that doesn't look wonky.
Was a CFO for 18 years before joining Sarah's team. Lived through three leadership transitions from the inside - two disasters and one that actually worked. That last one showed me what's possible when you plan properly and give people time to grow into roles. Now I help organizations build those systems before they need them desperately. The work's part strategy, part psychology, and part fortune-telling. Weekends you'll find me restoring old motorcycles in my garage, which is basically the same skill set - patience and knowing when something's about to break.
Each one different, each one taught us something new about what works and what doesn't.
Most folks come back when they've got another transition coming up. That tells us we're doing something right.
Fast enough to keep momentum, slow enough to get it right. Rush this stuff and you'll regret it.
We're not here for quick transactions. Building trust takes time, and so does getting organizational change right.
