Artemis Executive Partners

05/28/2026

𝐍𝐨𝐭 𝐚 𝐓𝐚𝐥𝐞𝐧𝐭 𝐋𝐢𝐬𝐭. 𝐀 𝐓𝐫𝐮𝐬𝐭𝐞𝐝 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐲

A curated executive bench is built through trusted conversations, not databases.

This was an idea I developed after hundreds of confidential conversations with highly successful executives and recognizing a gap in how leaders quietly identify their next transformative leadership opportunity.

Our Pre-Vetted Executive List was built from those relationships. Every executive has been 𝐀𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐈𝐧𝐭𝐞𝐫𝐯𝐢𝐞𝐰𝐞𝐝 (𝐀.𝐈.) by our team, allowing us to understand their leadership style, technical expertise, goals, and culture alignment.

This gives organizations access to a trusted, highly curated network of executives we already know well and long before a search even begins.

𝐅𝐨𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞𝐢𝐫 𝐧𝐞𝐱𝐭 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐡𝐢𝐫𝐞, 𝐭𝐡𝐚𝐭 𝐜𝐫𝐞𝐚𝐭𝐞𝐬 𝐚 𝐦𝐞𝐚𝐧𝐢𝐧𝐠𝐟𝐮𝐥 𝐚𝐝𝐯𝐚𝐧𝐭𝐚𝐠𝐞.

05/16/2026

We are finalizing individuals for this opportunity. If you or you know anyone looking for an Asst. Controller position in Houston, please see the link. Interviews begin Wedneesday May 20th.

We have an Assistant Controller position open at this time. This is a temp to perm placement and interviews will begin the week of May 18th. Apply through our portal: https://lnkd.in/gHexTHuc

05/14/2026

𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐩𝐨𝐧𝐝. 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐨𝐮𝐭𝐜𝐨𝐦𝐞.

Our 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 𝐒𝐡𝐨𝐰𝐜𝐚𝐬𝐞 features anonymized profiles of the executives we are currently representing.

CEOs, CFOs, COOs, CROs, and CHROs available now. Each one personally interviewed by our President and CEO before being added to the Showcase.

𝐁𝐫𝐨𝐰𝐬𝐞 𝐭𝐡𝐞 𝐒𝐡𝐨𝐰𝐜𝐚𝐬𝐞: https://www.theartemispartners.com/executive-client-showcase

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05/13/2026

𝗧𝗵𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗪𝗵𝗼 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗦𝘂𝗿𝘃𝗶𝘃𝗲 𝗣𝗘-𝗕𝗮𝗰𝗸𝗲𝗱 𝗚𝗿𝗼𝘄𝘁𝗵
Most executive search firms look in the same place: currently employed executives with strong titles, stable compensation, and a willingness to listen if the opportunity is compelling.

There is nothing wrong with that market. Many strong leaders come from it.
But the executives who tend to succeed in PE-backed portfolio companies often come from a different environment entirely.

They are operators who have already lived through disruption. Acquisitions, restructures, leadership changes, shifting strategies, or organizational rebuilds. Not because they failed, but because the business changed around them.

These are the leaders who know how to build in uncertain environments because they have already done it.

𝗧𝗵𝗿𝗲𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁𝗹𝘆 𝘀𝗵𝗼𝘄 𝘂𝗽 𝗶𝗻 𝘁𝗵𝗲 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝘄𝗵𝗼 𝗽𝗲𝗿𝗳𝗼𝗿𝗺 𝘄𝗲𝗹𝗹 𝗶𝗻 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀:

𝐓𝐡𝐞𝐲 𝐚𝐫𝐞 𝐜𝐨𝐦𝐟𝐨𝐫𝐭𝐚𝐛𝐥𝐞 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐧𝐠 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐜𝐡𝐚𝐧𝐠𝐞.
PE environments evolve quickly. Strategy shifts, operating models change, priorities get redefined, and leadership teams are expected to adapt in real time. The executives who succeed are the ones who have already navigated that level of change before.

𝐓𝐡𝐞𝐲 𝐚𝐫𝐞 𝐦𝐨𝐭𝐢𝐯𝐚𝐭𝐞𝐝 𝐛𝐲 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠, 𝐧𝐨𝐭 𝐦𝐚𝐢𝐧𝐭𝐚𝐢𝐧𝐢𝐧𝐠.
The strongest operators are energized by solving problems, creating structure, improving performance, and driving outcomes. They are focused on impact and ex*****on, not protecting the status quo.

𝐓𝐡𝐞𝐲 𝐜𝐚𝐧 𝐜𝐥𝐞𝐚𝐫𝐥𝐲 𝐚𝐫𝐭𝐢𝐜𝐮𝐥𝐚𝐭𝐞 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥𝐥𝐲 𝐛𝐮𝐢𝐥𝐭.
The best leaders can explain, in practical terms, the systems they implemented, the changes they led, and the results they directly influenced. In portfolio environments where performance is measured closely, that level of ownership matters.

The reason many firms do not search this way is simple: it requires a more disciplined process. Finding the right growth-oriented leader is harder than finding the most visible executive on the market.

𝗜𝘁 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗱𝗲𝗲𝗽𝗲𝗿 𝗲𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻, 𝗯𝗲𝘁𝘁𝗲𝗿 𝗶𝗻𝘁𝗮𝗸𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀, 𝗮𝗻𝗱 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗼𝗳 𝗵𝗼𝘄 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿’𝘀 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗲𝘀 𝗶𝗻𝘁𝗼 𝗮 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁.

05/10/2026

Our latest 𝗔𝗿𝘁𝗲𝗺𝗶𝘀 "𝗧𝗵𝗲 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀' 𝗡𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿" highlights the leadership and hiring trends shaping today’s market from strategic 𝙝𝙞𝙧𝙞𝙣𝙜 𝙞𝙣𝙨𝙞𝙜𝙝𝙩𝙨 and 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙙𝙚𝙫𝙚𝙡𝙤𝙥𝙢𝙚𝙣𝙩 𝙘𝙝𝙖𝙡𝙡𝙚𝙣𝙜𝙚𝙨 to the growing importance of 𝙘𝙪𝙡𝙩𝙪𝙧𝙚, 𝙧𝙚𝙩𝙚𝙣𝙩𝙞𝙤𝙣, and long-term 𝙤𝙧𝙜𝙖𝙣𝙞𝙯𝙖𝙩𝙞𝙤𝙣𝙖𝙡 𝙖𝙡𝙞𝙜𝙣𝙢𝙚𝙣𝙩.

We also share why companies are increasingly leaning on specialized executive search partners to strengthen leadership teams and drive sustainable growth.

Take a few moments to explore this edition and gain insight into what today’s strongest organizations are doing to build exceptional leadership teams and position themselves for long-term success.

𝗘𝘅𝗽𝗹𝗼𝗿𝗲 𝗛𝗲𝗿𝗲:

Artemis Executive Partners | The Right Leader in the Right Seat Houston's job market is cooling, but the executive talent available right now is the strongest I have seen in years. Here is what that m

04/24/2026

𝙒𝙝𝙖𝙩 𝙏𝙝𝙞𝙨 𝙒𝙚𝙚𝙠 𝙍𝙚𝙢𝙞𝙣𝙙𝙚𝙙 𝙈𝙚
A few posts this week pulled more conversation than I expected. The messages came from three different groups, and the pattern is worth naming.

The first group was sitting executives weighing a change. They don't need a recruiter. They need someone to ask the questions their board, their team, and their spouse all have a stake in.

The second group was founders and principals who read the post about an executive assistant placement and messaged me some version of "I didn't know you could actually hire for this well." Most hadn't tried, because the last attempt didn't work and they assumed the category was the problem. It usually isn't.

The third group was advisors, bankers, and coaches who recognized their own clients in the stories. Those conversations are invaluable and where we thrive with strategic thinking and collaboration.

Here's the through line. In each case, the person on the other end of the conversation was not looking for a transaction. They were looking for a frame.

Something to hold the decision up against. Something to tell them whether they were asking the right question in the first place.

That's the work that doesn't show up on a website or a fee schedule. It's the work that compounds.

If you're sitting with a decision right now and you don't have someone to hold it up against, that's the first gap to close. Happy to be a thinking partner if it would help.

Have a good weekend.

04/21/2026

𝑻𝑯𝑬 𝑻𝑹𝑼𝑺𝑻𝑬𝑫 𝑨𝑫𝑽𝑰𝑺𝑶𝑹
A CEO called me yesterday to walk through three final offers: a PE-backed platform, a publicly traded company, and a private company on the path to IPO.

To be clear, we weren’t working on any of them. This wasn’t a search conversation, it was advisory.

We have been speaking for the last three months. Not because there was a mandate, but because he wanted a place where he could think clearly. A place where the conversation wasn’t influenced by compensation, internal politics, or someone else’s agenda.

We didn’t spend time on the numbers. We spent time on the life those numbers create. The trajectory each path actually leads to. What the next five years would require from him and what they would give back. And ultimately, what he really wants on the other side of it.

Because those are the questions that matter. And they’re often the ones no one is asking.

He made his decision. Signed the offer that aligned, not just professionally, but personally. I had the privilege of being on the phone when he did.

After more than 15 years in this work, one thing has become very clear to me: the higher someone rises, the fewer places they have to be completely honest.

Boards have expectations. Teams have opinions. Advisors have incentives.
Very few people are truly neutral.

What leaders are looking for whether they say it directly or not, is someone who will tell them the truth. Not just about the role, but about themselves. About what fits, what doesn’t, and what the long-term consequences actually look like.

That part of the work rarely shows up on paper.
But it’s the part that changes everything.
And it’s the part I’m most grateful for.

04/17/2026

𝐖𝐡𝐲 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐒𝐞𝐚𝐫𝐜𝐡 𝐈𝐬 𝐀𝐛𝐨𝐮𝐭 𝐌𝐨𝐫𝐞 𝐓𝐡𝐚𝐧 𝐅𝐢𝐥𝐥𝐢𝐧𝐠 𝐑𝐨𝐥𝐞𝐬

A few weeks ago, I got a call from an executive I placed two years ago.

I thought something might be wrong.

Turns out she was calling to tell me she had just been promoted to division president. She wanted me to know because, in her words, "You saw something in me that I was not sure I saw in myself at the time."

That call reminded me why I do this work.

Executive search is not about filling seats. At its best, it is about recognizing capability that the market has overlooked, then ensuring there is alignment and the right conditions for that person to thrive.

The companies that trust us to find their leaders are not buying a stack of resumes. They are buying judgment. The kind that comes from thousands of conversations with executives over two decades, learning to hear what someone is capable of, not just what they have done.

𝐌𝐨𝐦𝐞𝐧𝐭𝐬 𝐥𝐢𝐤𝐞 𝐭𝐡𝐚𝐭 𝐫𝐞𝐢𝐧𝐟𝐨𝐫𝐜𝐞 𝐭𝐡𝐞 𝐝𝐞𝐞𝐩𝐞𝐫 𝐩𝐮𝐫𝐩𝐨𝐬𝐞 𝐛𝐞𝐡𝐢𝐧𝐝 𝐭𝐡𝐢𝐬 𝐰𝐨𝐫𝐤: 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐳𝐢𝐧𝐠 𝐩𝐨𝐭𝐞𝐧𝐭𝐢𝐚𝐥 𝐞𝐚𝐫𝐥𝐲 𝐚𝐧𝐝 𝐡𝐞𝐥𝐩𝐢𝐧𝐠 𝐨𝐭𝐡𝐞𝐫𝐬 𝐬𝐭𝐞𝐩 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐫𝐨𝐥𝐞𝐬 𝐭𝐡𝐞𝐲 𝐰𝐞𝐫𝐞 𝐦𝐞𝐚𝐧𝐭 𝐟𝐨𝐫.

Uncovering capabilities, inspiring leaders to push further and realize their full potential, identifying strengths and development areas, and aligning personal goals with true capability.

To every executive in transition right now who feels like the market is not seeing your full picture: the right partner will.

❓ 𝐖𝐡𝐚𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐦𝐨𝐬𝐭 𝐦𝐞𝐚𝐧𝐢𝐧𝐠𝐟𝐮𝐥 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐨𝐧 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞 𝐫𝐞𝐜𝐞𝐢𝐯𝐞𝐝 𝐟𝐫𝐨𝐦 𝐬𝐨𝐦𝐞𝐨𝐧𝐞 𝐰𝐡𝐨 𝐛𝐞𝐥𝐢𝐞𝐯𝐞𝐝 𝐢𝐧 𝐲𝐨𝐮 𝐛𝐞𝐟𝐨𝐫𝐞 𝐲𝐨𝐮 𝐛𝐞𝐥𝐢𝐞𝐯𝐞𝐝 𝐢𝐧 𝐲𝐨𝐮𝐫𝐬𝐞𝐥𝐟?

04/01/2026

This is a high-impact role responsible for driving revenue growth, developing new customer relationships, and expanding existing accounts. The ideal candidate brings a proactive, ownership-oriented mindset and is motivated by building trust, solving problems, and delivering exceptional service.

APPLY THROUGH OUR PORTAL: https://lnkd.in/gFu34D-u

03/30/2026

"𝗧𝗵𝗲 𝗥𝗲𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗶𝗻𝗴 𝗣𝗮𝗿𝗮𝗱𝗼𝘅"
Something I keep seeing in conversations with business owners right now:

They are restructuring. Cutting roles. Getting leaner.

And then six months later, they are calling me because they cut the wrong position.

Not intentionally. The math looked right. The role seemed redundant. The salary was high.

Here is the pattern:

Company reduces headcount to protect margins.
They keep the people who look good on paper.
Within two quarters, ex*****on falls apart.
Now they are hiring again in a tighter market.

The cost of replacing that leader is 3-5x what they saved by cutting them or hiring the wrong person to replace them.

I call this the Restructuring Paradox: the short-term savings create a long-term talent deficit that costs more than the original problem.

What I tell every owner going through this:

Before you cut, map your leadership against three questions.

1. Who owns revenue relationships that will walk out the door with them?
2. Who holds institutional knowledge that is not documented anywhere?
3. Who do other leaders go to when things break?

If you cannot answer those three questions clearly, you are not ready to restructure.

And if you already restructured and are feeling the gap, that is exactly the kind of problem we solve. We place proven operators who can step in and restore ex*****on without a six-month learning curve.

What is the most common leadership mistake you see during restructuring?