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Artemis Executive Partners, 1800 Bering Drive, Houston, TX (2026)

08/29/2026

𝗜𝗳 𝗬𝗼𝘂 𝗪𝗮𝗻𝘁 𝘁𝗵𝗲 𝗕𝗲𝘀𝘁 𝗢𝗽𝗲𝗿𝗮𝘁𝗼𝗿𝘀 𝗶𝗻 𝗮 𝗡𝗲𝘄 𝗠𝗮𝗿𝗸𝗲𝘁, 𝗣𝗿𝗶𝗰𝗲 𝘁𝗵𝗲 𝗥𝗶𝘀𝗸

We have had multiple calls with international companies making a real push into this market. Strong business at home. Serious backing behind them. They want senior hires who can open doors on day one and get them to scale quickly. The problem is not finding the right individuals for these positions, it is the compensation structure that follows.

We explain they are not filling a job. They are asking someone to take a risk.

Look at what you're actually asking for. You want an executive with fifteen or twenty years in the market and a book of relationships they spent a career building. You want them to walk away from a comp plan they already trust, a brand that gets their calls returned, and a team they know, so they can go represent a company nobody here has heard of.

No reference clients. No local infrastructure. No colleagues. And a P&L that gets picked apart by an investment committee sitting several time zones away.

If the entry stalls, they don't get to go back. They're the one holding the bag with a gap on the resume and a network they just spent their credibility on.

That risk carries a price. The good ones know exactly what it is.

So when I hear “we'll pay market,” my question is: whose market? The one you're leaving, or the one you're entering? Sponsors love to model this hire as a line item on the operating budget. It isn't. It's the cost of entry.

A structure that actually works looks like this. Base benchmarked to the local market, not the home office. A guarantee through the ramp, twelve to eighteen months, because there is no pipeline for them to earn on yet and you both know it. Real long-term incentive, equity or phantom, because you're asking them to build an asset and they should own a piece of what they build. And protection if the parent decides in year two that the geography isn't worth it.

Here's the trap with underpaying: you don't end up with nobody. You end up with somebody. You get the person who was available, who couldn't command more elsewhere, who needed the job. Eighteen months later there's no traction, and the conclusion in the boardroom is that the market was tougher than expected.

The market was fine. The offer was the problem.

𝗜𝗳 𝘁𝗵𝗲 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝗰𝗮𝗻'𝘁 𝗮𝘁𝘁𝗿𝗮𝗰𝘁 𝘁𝗵𝗲 𝗽𝗲𝗿𝘀𝗼𝗻 𝘄𝗵𝗼 𝗰𝗮𝗻 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗱𝗼 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸, 𝘆𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗵𝗮𝘃𝗲 𝗮 𝗵𝗶𝗿𝗶𝗻𝗴 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗽𝗹𝗮𝗻 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

ARTEMIS EXECUTIVE PARTNERS

08/13/2026

Yesterday, a prospect opened our call by saying:

“I’ve had a lot of bad experiences with recruiting firms.”

My response was simple: “I know, I have too. That’s why I created Artemis Executive Partners.”

They described the familiar pitfalls - shallow screening, misaligned expectations, limited accountability, and searches that drag on without results. Those are the exact failures we reverse-engineered out of our process.

Then they asked, almost surprised:

“So you mean you actually do your job?”

That comment stayed with me.

In private equity and the middle market, an executive hire is not a transaction. It can directly affect EBITDA growth, integration, ex*****on, and exit readiness.

Our responsibility is not simply to find a person. It is to understand the mandate, align the role and expectations, identify organizational gaps, and assess who can deliver within that specific environment.

With a 94% retention rate and an average C-level placement timeline of 79 days, we stand behind the discipline of our process.

𝗗𝗼𝗶𝗻𝗴 𝘁𝗵𝗲 𝗷𝗼𝗯 𝘄𝗲𝗹𝗹 𝘀𝗵𝗼𝘂𝗹𝗱 𝗻𝗼𝘁 𝗯𝗲 𝗿𝗲𝗳𝗿𝗲𝘀𝗵𝗶𝗻𝗴. 𝗜𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝘁𝗵𝗲 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱.

07/22/2026

What it takes to find the ideal leader for your organization sometimes takes going outside of your company box. Lean into your advocates as you finalize the hiring of your ideal executive.

07/15/2026

𝗙𝗶𝘁 𝗢𝘃𝗲𝗿 𝗩𝗼𝗹𝘂𝗺𝗲
The private equity firms, venture funds, and boards that call us are rarely trying to fill a seat. They are trying to protect an investment. The hire in question is the one that decides whether an acquisition closes on schedule, whether a merger integrates cleanly, or whether the next stage of growth happens this year instead of the next.

𝗧𝗵𝗮𝘁 𝗶𝘀 𝗮 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗸𝗶𝗻𝗱 𝗼𝗳 𝘀𝗲𝗮𝗿𝗰𝗵, 𝗮𝗻𝗱 𝗶𝘁 𝗱𝗿𝗮𝘄𝘀 𝗮 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗸𝗶𝗻𝗱 𝗼𝗳 𝗰𝗹𝗶𝗲𝗻𝘁.

Serious people, making decisions that carry real weight, who already understand that the wrong executive at this level is not a line item and needs to be handled with accuracy.

This is why I have structured AEP in a very deliberate way. This work cannot be run at volume. (especially not resume volume)

The person who takes your first call is the person who runs the search to its close. They learn the business at depth, and they will tell you when the brief needs to change rather than quietly filling it against their own judgment or checking boxes with resumes. There is zero overloading your inbox with uninterested or casual candidates.

𝗪𝗲 𝗮𝗿𝗲 𝗮 𝘁𝗿𝘂𝘀𝘁𝗲𝗱 𝘀𝗼𝘂𝗻𝗱𝗶𝗻𝗴 𝗯𝗼𝗮𝗿𝗱 𝗳𝗼𝗿 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝘄𝗵𝗼 𝗮𝗿𝗲 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗹𝗼𝗼𝗸𝗶𝗻𝗴, 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗿𝗲𝗽𝗲𝗮𝘁𝘀 𝗶𝘁𝘀𝗲𝗹𝗳:
"I'm not sure why they put me in front of this opportunity. It isn't a fit."
"I think they just needed another resume to send their client."
"Fifteen minutes with the recruiter, and suddenly I'm perfect for the role. I don't see how that's possible."

We are not the firm for someone placing twenty roles across three countries by Friday. We are the firm you call when a hire moves the whole organization, protects the investment and getting it right is the o̲n̲l̲y̲ o̲u̲t̲c̲o̲m̲e̲ worth discussing.

Johanna Watson, President & CEO, Artemis Executive Partners

07/11/2026

“𝐇𝐢𝐫𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐰𝐡𝐨 𝐰𝐢𝐥𝐥 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 𝐲𝐨𝐮𝐫 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠, 𝐧𝐨𝐭 𝐯𝐚𝐥𝐢𝐝𝐚𝐭𝐞 𝐲𝐨𝐮𝐫 𝐨𝐩𝐢𝐧𝐢𝐨𝐧𝐬.”

One of the biggest takeaways from our strategy meetings this week had nothing to do with the ideas themselves.

It was watching our team respectfully challenge them.

We threw out bold concepts. Instead of everyone nodding in agreement, people asked tough questions, poked holes in assumptions, and looked at every angle. Not to win an argument or protect their own ideas. Instead, to protect the organization.

That’s exactly the kind of culture I enjoy building.

As CEOs, business owners or PE firms, it’s easy to mistake agreement for alignment. They’re not the same thing.

One thing we’ve observed while interviewing executives for growing organizations is that some of the most challenging leadership situations involve people who avoid uncomfortable conversations or struggle to make difficult decisions. The ability to engage in healthy debate, challenge assumptions respectfully, and work through discomfort is often what separates strong leaders from those who simply seek consensus. It’s one of the leadership traits we pay close attention to.

Research shows that 61% of employees admit they’ve stayed silent when they disagreed with leadership, even when they believed it could prevent a mistake. That’s a cost no organization should accept.

The strongest teams aren’t made up of people who echo the CEO.

𝐓𝐡𝐞𝐲'𝐫𝐞 𝐦𝐚𝐝𝐞 𝐮𝐩 𝐨𝐟 𝐩𝐞𝐨𝐩𝐥𝐞 𝐰𝐡𝐨 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 𝐢𝐝𝐞𝐚𝐬, 𝐬𝐩𝐞𝐚𝐤 𝐭𝐡𝐞 𝐭𝐫𝐮𝐭𝐡, 𝐚𝐧𝐝 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐞 𝐢𝐧 𝐭𝐡𝐞 𝐛𝐞𝐬𝐭 𝐢𝐧𝐭𝐞𝐫𝐞𝐬𝐭 𝐨𝐟 𝐭𝐡𝐞 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬.

www.TheArtemisPartners.com

06/26/2026

𝗜 𝘀𝗮𝘁 𝘄𝗶𝘁𝗵 𝗮 𝗽𝗲𝗲𝗿 𝗴𝗿𝗼𝘂𝗽 𝗼𝗳 𝗖𝗘𝗢𝘀 𝗹𝗮𝘀𝘁 𝘄𝗲𝗲𝗸. 𝗢𝗻𝗲 𝗹𝗶𝗻𝗲 𝘀𝘁𝘂𝗰𝗸 𝘄𝗶𝘁𝗵 𝗺𝗲.

"I stopped writing tomorrow's to-do list. By lunch it's been rewritten ten times and almost none of the changes were mine to make."

A customer escalates. A lender wants a new forecast. A board member's "quick question" eats the afternoon. Your best operator gives notice. The sponsor moves up the QBR.

𝗔 𝗖𝗘𝗢'𝘀 𝗱𝗮𝘆 𝗶𝘀𝗻'𝘁 𝗯𝘂𝗶𝗹𝘁 𝗶𝗻 𝗮 𝘃𝗮𝗰𝘂𝘂𝗺. You walk in knowing the plan is a starting position, not a schedule.

For privately held and PE-backed leaders, it's amplified - a founder's legacy, a sponsor's thesis, a management team's reality, and a clock on the hold period. All with a legitimate claim on your attention. None of them coordinating before they call.

But here's where the room landed: the CEOs who thrive aren't the ones with better calendar discipline. They're the ones with a team strong enough to absorb nine of those ten changes without them.

Ten reshuffles before lunch is survivable when the right people are in the right seats. It's chaos when every decision routes back to your desk.

That's the real reason leadership hiring matters. The right hire doesn't fill a role, they take a whole category of decisions off your plate. You're not hiring a seat. You're buying back your capacity to lead.

Which hire bought you back the most time and which one cost you the most?

06/25/2026

𝗜𝗳 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸 𝘆𝗼𝘂'𝗹𝗹 𝘄𝗶𝗻 𝘆𝗼𝘂𝗿 𝗻𝗲𝘅𝘁 𝘁𝗼𝗽 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗼𝗻 𝗰𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻, 𝘆𝗼𝘂'𝘃𝗲 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝗹𝗼𝘀𝘁 𝘁𝗵𝗲𝗺.

I have confidential conversations every week with executives who aren't actively looking but are quietly open to the right opportunity. It's remarkable how often the conversation follows the same pattern.

Rarely does it begin with compensation.

Comp gets people to the table. It almost never gets them to say yes.

The executives worth hiring, the ones already succeeding somewhere else, aren't leaving for a bigger paycheck. They're leaving for a bigger challenge worth solving, a leadership team they believe in, or an opportunity to create lasting impact.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁𝗹𝘆 𝘁𝗲𝗹𝗹 𝗺𝗲 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗳𝗼𝗿:
• A mandate they genuinely believe in.
• A CEO and board they respect.
• The ability to build, transform, or scale something meaningful.
• Confidence that the leadership team around them will elevate their own performance.

I've watched organizations lose exceptional candidates by treating the hiring process like a negotiation over compensation, while the candidate was asking a very different question:

"Is this where I'll do the best work of my career?"

"𝗬𝗲𝘀, 𝗰𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻 𝗺𝗮𝘁𝘁𝗲𝗿𝘀. 𝗜𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲. 𝗕𝘂𝘁 𝗶𝘁'𝘀 𝘁𝗮𝗯𝗹𝗲 𝘀𝘁𝗮𝗸𝗲𝘀."

Research consistently shows that while pay attracts candidates, purpose, leadership, culture, growth opportunities, and the ability to make an impact are what ultimately influence executive career decisions.

The best executive searches aren't won with the highest offer.

They're won by presenting the right opportunity.

What's the real reason the best leader you know made their last move?

ARTEMIS EXECUTIVE PARTNERS

06/23/2026

One of the highlights of today's M&A Forum was spending time with Sam Goodner before he took the stage.

Many know Sam as the founder of Catapult Systems, an Inc. 500 CEO, Ernst & Young Entrepreneur of the Year, serial entrepreneur, investor, and former Swiss Army officer. His track record of building and scaling successful companies speaks for itself.

What impressed me most, however, was the opportunity to see the person behind those accomplishments. Sam brings a unique combination of humility, perspective, and wisdom that can only come from years of building, leading, winning, learning, and continuing to invest in others. And yes, even before he took the stage, we got a preview of his sense of humor.

It was a privilege to spend time with someone who has created so much value throughout his career while remaining genuinely engaged in helping others think differently about leadership, growth, and ex*****on.

Another rewarding part of the day was bringing along two members of our next generation of business leaders. One is heading to California soon to join a technology startup, while the other is completing a triple degree in Business, Finance, and Economics. Watching them actively engage in conversations with business owners, operators, investors, and advisors was a reminder of how important it is to expose emerging talent to real-world business discussions early.

They walked away with far more than a better understanding of M&A. They gained insight into the importance of interpersonal communication, the complexity of decision-making, and the very real pressures leaders face when navigating growth, acquisitions, and transactions. 𝗧𝗵𝗲𝘀𝗲 𝗮𝗿𝗲 𝗹𝗲𝘀𝘀𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗰𝗮𝗻'𝘁 𝗯𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝗳𝗿𝗼𝗺 𝗮 𝘁𝗲𝘅𝘁𝗯𝗼𝗼𝗸 𝗮𝗹𝗼𝗻𝗲.

The future of business leadership depends on creating opportunities for the next generation to learn directly from those who have successfully navigated the path before them.

For those interested in Sam's approach to leadership, ex*****on, and building scalable organizations, I highly recommend his book, 𝗟𝗶𝗸𝗲 𝗖𝗹𝗼𝗰𝗸𝘄𝗼𝗿𝗸: 𝗥𝘂𝗻 𝗬𝗼𝘂𝗿 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗪𝗶𝘁𝗵 𝗦𝘄𝗶𝘀𝘀 𝗔𝗿𝗺𝘆 𝗣𝗿𝗲𝗰𝗶𝘀𝗶𝗼𝗻, which draws on his experience building multimillion-dollar companies and lessons from his time as a Swiss Army officer.

Thank you, Sam, for sharing your experience and perspective with all of us today.

06/23/2026

𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝘁𝗿𝘂𝘁𝗵 𝗮𝗯𝗼𝘂𝘁 𝘀𝗲𝗻𝗶𝗼𝗿 𝗵𝗶𝗿𝗶𝗻𝗴:
The executives you actually want are not applying to anything. They’re running companies. They’re mid-turnaround. They’re heads-down delivering results.

They move once or twice a decade and almost always through a trusted introduction, never an application.

So if your search strategy is ‘post it and pray,’ you’re fishing in the one pond the best people left years ago.

Everyone in hiring is talking about A.I. right now.
Ours stands for something different: 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗲𝗱.

We keep a vetted bench of exactly these leaders. Quiet, proven, and open to the right call.

Every executive we put in front of a client has been personally interviewed by a human on our team. We’ve sat across from them. Pressure-tested the numbers. Confirmed they’re genuinely open to a move.

"𝗜𝗻 𝗮 𝗺𝗮𝗿𝗸𝗲𝘁 𝗱𝗿𝗼𝘄𝗻𝗶𝗻𝗴 𝗶𝗻 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗲𝗱 𝘀𝗵𝗼𝗿𝘁𝗹𝗶𝘀𝘁𝘀, 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗿𝗮𝗱𝗶𝗰𝗮𝗹 𝘁𝗵𝗶𝗻𝗴 𝗮 𝘀𝗲𝗮𝗿𝗰𝗵 𝗳𝗶𝗿𝗺 𝗰𝗮𝗻 𝗱𝗼 𝗶𝘀… 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘁𝗮𝗹𝗸 𝘁𝗼 𝗽𝗲𝗼𝗽𝗹𝗲."

The right call is usually the only one these high impact executives take.

𝗔.𝗜. 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗤𝘂𝗶𝗲𝘁𝗹𝘆 𝗟𝗼𝗼𝗸𝗶𝗻𝗴: https://www.theartemispartners.com/executive-client-showcase

06/20/2026

𝗟𝗼𝗻𝗴𝗲𝗿 𝗵𝗼𝗹𝗱𝘀 𝗮𝗿𝗲 𝗿𝗲𝘄𝗿𝗶𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝘂𝗹𝗲𝘀
Longer hold periods are quietly rewriting the rules of private equity returns.

When a three-year hold becomes a six-year hold, everything changes.

The spreadsheet that justified the deal assumed an exit window that no longer exists. And the leadership team that was “good enough to flip” now has to actually build.

Here's what I'm telling sponsors:
in a longer-hold environment, the leadership team isn't a line item.
𝗜𝘁'𝘀 𝘁𝗵𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆.

You can't financially engineer your way through six years of market volatility, AI disruption, and shifting customer demand. You need operators who can scale systems, not just hit a quarterly number.

The funds treating leadership as a one-time hire at close are the ones getting surprised in year three.

The funds treating it as a continuous discipline are the ones still hitting their marks.

Hold periods got longer. Did your talent strategy keep up?

Artemis Executive Partners

08/29/2026

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