Why CompassPoint exists
CompassPoint Consulting was built from firsthand experience — not theory.
After years spent building and scaling go-to-market teams from the inside, one pattern became hard to ignore: hiring decisions shape the trajectory of a business, yet too often they’re treated as short-term transactions.
CompassPoint exists to help leadership teams approach hiring differently — with clarity, context, and continuity — so teams are built deliberately, not reactively.
A perspective shaped on the client side
Before CompassPoint, I spent my career inside growing companies — building teams, hiring leaders, and living with the outcomes of those decisions long after the hire was made.
I’ve sat in the seat where priorities shift, budgets tighten, roles evolve, and hiring decisions ripple across the business. That experience fundamentally guides how CompassPoint operates today.
Rather than treating hiring as a series of isolated searches, we approach it as part of building a stable, resilient organization over time.
How that experience shapes the CompassPoint model
CompassPoint operates as a long-term partner to leadership teams — advising on structure, timing, and role definition as businesses grow and change.
Our work often begins before a role is ever opened, continues through execution when hiring is required, and adapts as priorities shift. In some cases, that partnership extends into embedded or fractional support when deeper, hands-on involvement makes sense.
This model allows teams to maintain continuity, retain context, and move decisively when the moment is right — without resetting the relationship each time hiring ramps up or slows down.