“To be successful in recruiting, you have to treat candidates well and truly get to know them to be able to make the right fit — both directions.”
The Challenge
A professional with a background in accounting, recruiting, and administration found themselves exploring new opportunities. While their resume reflected years of experience, their broader strengths — strategic thinking, operational expertise, and relationship building — suggested they were capable of much more.
At the same time, a boutique law firm was preparing to hire its first-ever Chief Operating Officer.
"They really identified not only a good skill set but the right personality. It's an art."
The Solution
Rich Milliner met with the firm’s leadership to understand more than just the position. He took time to learn about the organization’s history, goals, culture, and long-term vision.
As the conversation unfolded, the hiring executive recognized something familiar in Rich’s own background and approach.
Rather than matching keywords on a resume to a job description, Rich recognized a deeper alignment. He saw beyond previous job titles to understand the candidate’s leadership potential and how they could contribute to the organization’s future.
The Results
Eleven years later, the recruited COO is still leading the organization.
But the story didn’t end with one successful placement.
Just six months after joining the firm, the COO needed to hire an Accounting Manager—and knew exactly who to call. That placement has now celebrated more than 10 years with the organization.
Two direct hires.
More than 21 years of combined tenure.
One trusted partnership.
In a labor market where the average tenure for salaried employees is approximately 3.9 years, these results demonstrate something uncommon: recruitment with real staying power.
The COO believes one of the biggest challenges many staffing firms face is balancing the needs of both the client and the candidate.
“If you don’t know your product well, you’re not going to sell it well to the company that’s paying the bill. To be successful in recruiting, you have to treat candidates well and truly get to know them to be able to make the right fit — both directions.”
Milliner understood that.
Twice.
