Dina DeMarco

Yeah. So let's see. So first – Don't overlook the middle. And when I say that, I think you can talk to nearly any PE firm and they're going to know really great partners for their C-suite hiring. But when it comes to hiring that financial controller, they're not going to have a go-to resource. They don't know what to do. They don't want to pay corn fairy 33%.

Yeah. So let's see. So first – Don't overlook the middle. And when I say that, I think you can talk to nearly any PE firm and they're going to know really great partners for their C-suite hiring. But when it comes to hiring that financial controller, they're not going to have a go-to resource. They don't know what to do. They don't want to pay corn fairy 33%.

So understand how to address the middle roles and understand how important they are. Build your recruitment resources early in the process. So have a partner in place who can help you scale and who can help you understand what the levers are to pull within a recruitment function. That's a shameless plug for human right there, but I think it's important that people have a good recruitment partner.

So understand how to address the middle roles and understand how important they are. Build your recruitment resources early in the process. So have a partner in place who can help you scale and who can help you understand what the levers are to pull within a recruitment function. That's a shameless plug for human right there, but I think it's important that people have a good recruitment partner.

So understand how to address the middle roles and understand how important they are. Build your recruitment resources early in the process. So have a partner in place who can help you scale and who can help you understand what the levers are to pull within a recruitment function. That's a shameless plug for human right there, but I think it's important that people have a good recruitment partner.

And then my final tip would be, and this one's slightly controversial depending on who you ask, is consider decoupling recruitment from HR in its entirety. I think that oftentimes people think that recruitment is just a subset of HR functions. When in reality, recruitment is a strategic lever. It's not just a piece of HR.

And then my final tip would be, and this one's slightly controversial depending on who you ask, is consider decoupling recruitment from HR in its entirety. I think that oftentimes people think that recruitment is just a subset of HR functions. When in reality, recruitment is a strategic lever. It's not just a piece of HR.

And then my final tip would be, and this one's slightly controversial depending on who you ask, is consider decoupling recruitment from HR in its entirety. I think that oftentimes people think that recruitment is just a subset of HR functions. When in reality, recruitment is a strategic lever. It's not just a piece of HR.

So I think it's important to evaluate, is this something that should be decoupled from the HR function and really have a seat at the table?

So I think it's important to evaluate, is this something that should be decoupled from the HR function and really have a seat at the table?

So I think it's important to evaluate, is this something that should be decoupled from the HR function and really have a seat at the table?

Scott, thank you. I appreciate it. It was my pleasure.

Scott, thank you. I appreciate it. It was my pleasure.

Scott, thank you. I appreciate it. It was my pleasure.