Advisory and non executive work for recruitment businesses.
In the boardroom, not only on the floor. On the board, in the strategy, and accountable for how the business is built.
Thirty minutes, no pitch. Owners bring Liz in as a non executive director and advisor.
The business has outgrown the way it was built.
Growth ahead of foundations
Headcount went up before the systems did. Hiring is reactive, process lives in people's heads, and every problem still lands on the owner.
Nobody to be honest with
The people around you are paid by you. There is no one in the room who knows the industry, has nothing to lose, and will tell you when you are wrong.
A board that reports
Meetings that review what already happened rather than decide what happens next, with the numbers read out and the people never discussed.
"Show me the people before you show me the spreadsheet." Liz · how every advisory job starts
A business growing faster than its foundations.
Revenue is up, but hiring, systems and structure were built for a smaller company.
Liz inside the business, and on the board.
People first, then structure, systems and hiring, then the strategy for growth.
A business that runs on systems.
Foundations that carry the next stage of growth, and decisions that no longer wait for you.
People. Foundations. Then growth.
Every business is different. The work is shaped around yours, with no universal blueprint. If the need is performance on the floor rather than at board level, that is coaching for recruitment businesses.
Meet the people first
Liz will not look at spreadsheets, data or KPIs until she has met the human beings behind the business. Confidence, culture and relationships come before the numbers, every time.
Build the foundations
Clear systems and processes, the right structure, and hiring that fits where the business is going rather than where it has been.
On the board, accountable
In the strategy and answerable for how the business is built, not only for how one desk sells. Available between meetings, not only at them.
An advisor on the inside, a consultancy, or a traditional non exec?
| What your business actually gets | Liz as advisor | A consultancy | A traditional non exec |
|---|---|---|---|
| Meets the team before reading the numbers | ✓ | ✗ | ✗ varies |
| Has personally billed and run recruitment desks | ✓ | ✗ varies | ✗ varies |
| Works on the floor as well as in the boardroom | ✓ | ✗ | ✗ |
| Reachable between board meetings, not only at them | ✓ | ✗ | ✗ varies |
| Stays accountable for how the business is built | ✓ | ✗ one off | ✓ |
| Recruitment specific rather than general business advice | ✓ | ✗ varies | ✗ varies |
| Scales from board days to hands on weeks | ✓ | ✗ fixed scope | ✗ fixed days |
Consultancies and non execs both have their place. The difference is who is still there in month six, and whether they have ever run a desk themselves.
Liz on building a business, free, on video.
£3M to £10M in a year.
One client business, twelve months of Liz inside it. Board experience, close to 50 recruitment businesses worked with, and advisory seats won entirely by recommendation.
Watch Sohan tell itReferences by named people.
Corporate clients are never named without their say so, which is exactly why the recommendations that matter live on LinkedIn, written voluntarily by CEOs, owners and directors under their own names.
Read her recommendationsAsked before, answered straight.
What does the advisory work actually involve?
Meeting the people first, then the structure: systems, processes, hiring and the strategy for growth. Liz sits on the board and stays reachable between meetings. Some engagements are a board day a month, others are hands on weeks while the foundations are rebuilt.
How is it priced?
By the day, plus VAT and expenses. No retainers you cannot exit, no packages. Scope and pricing are discussed openly on the fit call, once both sides know the fit is right.
Is this a formal non executive director seat?
It can be. Owners bring Liz in as a non executive director and advisor, on the board and accountable for how the business is built. Where a formal appointment is not right, the same work runs as an advisory arrangement.
How is this different from a management consultancy?
A consultancy studies the business and hands back a document. Liz has run recruitment desks herself, meets your people before she reads your numbers, and is still there months later answering for how the business is being built.
Thirty minutes will tell you.
No pitch, no slides. You talk through where the business is stuck, Liz tells you what she sees, and you both decide whether working together makes sense.
If it does not, you will still leave with something you can use. Every advisory seat has started with this conversation.