The right person can change the trajectory of a business.
Recruitment is not about filling vacancies. It is about understanding the business, the role, the market and the person, then creating the right match between all four.
For more than 20 years, I have worked across recruitment, talent acquisition, interviewing, assessment and hiring strategy, from global law firms and major corporates to founder-led businesses and specialist teams.
A CV tells you what someone has done. A great interview tells you who they could become.
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Years
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Interviews
GCC & international
Legal recruitment specialist
The strength of my recruitment experience comes from seeing hiring through many different lenses. I have worked with organisations where one exceptional hire can transform a department, and with high-volume environments where process, speed and consistency matter just as much.
Law firms of every size, from global and international firms to strong regional, local and boutique practices. Recruitment across lawyers, partners, business services, support and commercial functions.
Recruitment exposure involving major organisations including Alba, Tatweer Petroleum, BAPCO and businesses across oil and gas, industrial and technical environments.
Banks, fintech businesses, investment organisations and sovereign wealth funds, covering specialist and commercial talent requirements.
Fast-moving businesses where hiring must balance technical capability, adaptability, commercial awareness and cultural fit.
Extensive assessment and recruitment of salespeople, business developers, marketers, customer service teams, call-centre professionals and front-line staff.
Helping smaller businesses recruit the people who can genuinely move the company forward, often where every hire matters disproportionately.
“The costliest hire is not always the person on the highest salary. It is the wrong person in the wrong seat for too long.”
A job description is only the starting point. Before searching, I want to understand what the business is trying to achieve, where the team is struggling, what success really looks like and what kind of person will thrive in that environment.
Experience matters, but so do communication, judgement, energy, resilience, self-awareness, attitude and the ability to work with others.
After more than 20,000 interviews, I know how much information can be missed when interviews become formulaic. The best interviews reveal how people think, communicate, respond under pressure, take responsibility and make decisions.
The best candidates usually have options. Companies have to know how to communicate their story, opportunity, leadership, culture and future.
Slow hiring loses talent. Rushed hiring creates expensive mistakes. Strong recruitment creates a process that is decisive, structured and commercially sensible.
Review how the business currently attracts, interviews, assesses, selects and onboards people. Identify gaps, delays, weak messaging and unnecessary friction.
Define what the business genuinely needs before going to market: technical ability, commercial capability, personality, behaviours, motivations and non-negotiables.
Identify, attract and approach suitable talent using networks, direct search, market knowledge and targeted outreach.
Improve interview questions, scorecards, assessment criteria and decision-making. Train managers to interview beyond the CV.
Strengthen every touchpoint from the first message through interview, offer and onboarding.
Help companies articulate why a great candidate should choose them over a competitor.
Coach leaders and managers on interviewing, assessing people, avoiding weak hiring habits and making better talent decisions.
Build clearer ownership, communication, timelines and follow-up so good candidates are not lost because nobody called, replied or made a decision.
“If you want better people, build a better hiring process.”
Why are strong candidates not accepting our offers?
Why do we keep hiring people who look right on paper but do not work out?
Are our managers actually good at interviewing?
Is our recruitment process too slow?
Are we selling the opportunity strongly enough?
Do we know what good really looks like for this role?
Why are new hires leaving?
Are we recruiting for today's vacancy or tomorrow's business?
Are we assessing personality and behaviour as rigorously as experience?
Are we losing candidates simply because our follow-up is poor?
“Talent is interviewing you too.”
Whether the challenge is attracting better people, interviewing more effectively, improving hiring decisions, reducing failed hires or strengthening the entire recruitment process, I can help identify where the problem is and what needs to change.
Discuss a recruitment challenge