What are the opening hours?

Monday 9am - 5pm Tuesday 9am - 5pm Wednesday 9am - 5pm Thursday 9am - 5pm Friday 9am - 5pm

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

10/14/2026

"𝗬𝗼𝘂'𝘃𝗲 𝗱𝗼𝗻𝗲 𝘁𝗵𝗶𝘀 𝗳𝗼𝗿 𝘂𝘀 𝘁𝘄𝗶𝗰𝗲. 𝗪𝗲 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗴𝗲𝘁 𝘂𝘀 𝘁𝗵𝗲𝗿𝗲 𝗶𝗻 𝘂𝗻𝗱𝗲𝗿 𝟵𝟬 𝗱𝗮𝘆𝘀, 𝗮𝗻𝗱 𝘄𝗶𝘁𝗵 𝘁𝗵𝗶𝘀 𝗵𝗶𝗿𝗲, 𝘁𝗶𝗺𝗲 𝗶𝘀 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹."
That was the call we got recently from a client who needed to add a leader to their executive team, fast.

We had placed an executive with them just months earlier, and another the year before. They didn’t call because we’re fast. They called because the last two hires worked.

𝗪𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝘁𝗿𝘂𝘀𝘁 𝘁𝗼 𝗰𝗼𝗺𝗲 𝗳𝗿𝗼𝗺 𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗶𝘀 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝗻𝗲𝘃𝗲𝗿 𝘀𝗵𝗼𝘄𝘀 𝘂𝗽 𝗼𝗻 𝗮 𝗿é𝘀𝘂𝗺é:

- Word choice. Does a candidate say “I” or “we”? Who gets credit, and who gets blamed?

- Body language. What happens when we ask about the role that didn’t go well?

- The uncomfortable questions. Why did you really leave? What would your last CEO say you got wrong?

- The hard conversations on the client side too. If the role is under-scoped, the compensation is off, or leadership isn’t ready to let go, we say so before anyone signs an offer.

This is where 'Partner' comes into our name. The fit has to work both ways. A great executive in the wrong environment is still a bad hire. So we push on both sides, even when it gets uncomfortable. Especially then.

Speed doesn’t come from cutting steps. It comes from trust you’ve already earned and clear communication.

09/29/2026

𝟴𝟮 𝗗𝗮𝘆𝘀. 𝗧𝗵𝗮𝘁'𝘀 𝗼𝘂𝗿 𝗮𝘃𝗲𝗿𝗮𝗴𝗲 𝘁𝗶𝗺𝗲 𝘁𝗼 𝗳𝗶𝗹𝗹 𝗳𝗼𝗿 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀.
When a leadership seat sits empty, the cost adds up fast: strategic initiatives stall, teams lose direction, and the rest of your leadership group absorbs work that pulls them away from growth. The longer a critical role stays open, the more it costs, even if that cost never shows up as a line item.

That's why we're proud of our average of 82 days to place executive talent.
For our clients, that means:
🏆 Leadership gaps closed within the quarter
🏆 Faster momentum on the strategic goals the role was meant to drive
🏆 Less strain on existing leaders covering the gap
🏆 A hire who's ready to make an impact, not just fill a chair

Let's talk about the investment.
Our upfront investment is exactly that: an investment in finding the right leader. It is not an ongoing retainer fee that keeps billing while the search drags on.

We're motivated to do the job well and do it efficiently, because that's what our clients deserve. 𝗛𝗶𝗴𝗵 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝘁𝗵𝗮𝘁 𝗱𝗲𝗹𝗶𝘃𝗲𝗿 𝗮𝗻 𝗲𝘃𝗲𝗻 𝗵𝗶𝗴𝗵𝗲𝗿 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗼𝗳 𝗰𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲.

So how do we do it? A.I.: We 𝗔𝗖𝗧𝗨𝗔𝗟𝗟𝗬 𝗜𝗡𝗧𝗘𝗥𝗩𝗜𝗘𝗪.

While much of the industry leans on automated screening and keyword matching, we talk to candidates.

𝗥𝗲𝗮𝗹 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗹𝗲𝘁 𝘂𝘀 𝗮𝘀𝘀𝗲𝘀𝘀 𝘄𝗵𝗮𝘁 𝗮 𝗿é𝘀𝘂𝗺é 𝗮𝗻𝗱 𝗮𝗻 𝗮𝗹𝗴𝗼𝗿𝗶𝘁𝗵𝗺 𝗰𝗮𝗻'𝘁!

Executive hiring is too important to leave to chance or to a filter. We take the time to know both our clients and our candidates, so the leaders we place are set up for long-term success.

09/24/2026

𝙀𝙫𝙚𝙧𝙮 𝙘𝙤𝙣𝙫𝙚𝙧𝙨𝙖𝙩𝙞𝙤𝙣 𝙖𝙗𝙤𝙪𝙩 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙧𝙞𝙜𝙝𝙩 𝙣𝙤𝙬 𝙨𝙚𝙚𝙢𝙨 𝙩𝙤 𝙘𝙤𝙢𝙚 𝙗𝙖𝙘𝙠 𝙩𝙤 𝘼𝙄.
At the DC Finance's Global Family Office & High Net Worth Community conference in , Brett Alexander Hurt raised a point that caught my attention!

If you haven't met Brett, here is some insight. He is a serial entrepreneur and technology leader who has founded and scaled multiple high-growth companies, including 𝘽𝙖𝙯𝙖𝙖𝙧𝙫𝙤𝙞𝙘𝙚, 𝘾𝙤𝙧𝙚𝙢𝙚𝙩𝙧𝙞𝙘𝙨, 𝙖𝙣𝙙 data.world, helping shape how businesses use data, digital platforms, and now AI to create value.

"Only about 25% of Americans said they trusted AI, compared with 70% of people in China." - Brett

Why the gap?
Part of it comes down to how people experience technology and how much confidence they have in what it is doing, how it is being used, and whether humans remain accountable for the outcome.

That distinction matters.
Brett doesn't believe the conversation should be 𝘼𝙄 𝙫𝙨. 𝙥𝙚𝙤𝙥𝙡𝙚.
It should be 𝘼𝙄 + 𝙥𝙚𝙤𝙥𝙡𝙚.

I remember sitting in a room of about 10 people in 2021 prior to ChatGPT's launch, watching one of the key developers discuss the capabilities it will have once it was fully accessible to everyone. The demo was impressive and almost seemed years from being real. One year later, it was launched in November of 2022.

Think about that for a moment: the technology that has completely changed the business conversation was put into the hands of the general public less than four years ago. We are not at the end of the AI conversation. We are at the beginning.

Today, AI has become an important part of our process improvement. Not simply our A.I. model (Actually Interviewed), it allows our team to streamline repetitive work, organize information and increase capacity while allowing us to protect the part of our business that cannot be automated and needs the most time devoted to it:
𝙏𝙝𝙚 𝙥𝙚𝙤𝙥𝙡𝙚.
𝙏𝙝𝙚 𝙟𝙪𝙙𝙜𝙢𝙚𝙣𝙩.
𝙏𝙝𝙚 𝙧𝙚𝙡𝙖𝙩𝙞𝙤𝙣𝙨𝙝𝙞𝙥𝙨.
𝙏𝙝𝙚 𝙘𝙤𝙣𝙫𝙚𝙧𝙨𝙖𝙩𝙞𝙤𝙣𝙨.
𝙏𝙝𝙚 𝙣𝙪𝙖𝙣𝙘𝙚.
𝙏𝙝𝙚 𝙩𝙧𝙪𝙨𝙩.

For growth-stage and private equity-backed companies, that's where I see enormous opportunity. Use technology to create leverage. Use your people to create value.

Brett's book, 𝙇𝙤𝙫𝙚 𝘾𝙤𝙣𝙦𝙪𝙚𝙧𝙨 𝙁𝙚𝙖𝙧, takes this conversation even further challenging leaders to think about what happens when rapidly advancing technology is paired with human purpose and responsibility.
𝙏𝙝𝙚 𝙦𝙪𝙚𝙨𝙩𝙞𝙤𝙣 𝙞𝙨𝙣'𝙩 𝙬𝙝𝙚𝙩𝙝𝙚𝙧 𝘼𝙄 𝙞𝙨 𝙘𝙤𝙢𝙞𝙣𝙜.
𝙄𝙩'𝙨 𝙖𝙡𝙧𝙚𝙖𝙙𝙮 𝙝𝙚𝙧𝙚.
𝙏𝙝𝙚 𝙦𝙪𝙚𝙨𝙩𝙞𝙤𝙣 𝙞𝙨 𝙬𝙝𝙖𝙩 𝙬𝙚, 𝙖𝙨 𝙡𝙚𝙖𝙙𝙚𝙧𝙨, 𝙘𝙝𝙤𝙤𝙨𝙚 𝙩𝙤 𝙙𝙤 𝙬𝙞𝙩𝙝 𝙞𝙩.

09/17/2026

"𝗪𝗵𝗮𝘁𝗲𝘃𝗲𝗿 𝗜𝘁 𝗧𝗮𝗸𝗲𝘀"
I have heard athletes use those words repeatedly this week and for some, it is just a phrase.
For me, it has always been a standard.

When I was a coach, “Whatever It Takes” was our team slogan. It was stitched on our jackets and printed on every team shirt. It meant preparation. Discipline. Accountability. Doing your job and stepping beyond it when the team needed more.

Today, as a business owner, the arena has changed. The mindset has not.
* Whatever it takes to make the right placement, not simply the fastest one.
* Whatever it takes to help our clients build sustainable companies.
* Whatever it takes to support our internal team members, remove obstacles and give them the tools to succeed.
* Whatever it takes to protect quality as we grow.
* Whatever it takes to deliver on what we promised.

This mindset is not about working without boundaries or pursuing results at any cost. It is about refusing to lower the standard when the work becomes difficult.

There are countless parallels between athletics and business. Whether you are competing on a court, leading in a boardroom or building a company, sustainable success for yourself or your team requires the same fundamentals:
𝗣𝗿𝗲𝗽𝗮𝗿𝗮𝘁𝗶𝗼𝗻.
𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆.
𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆.
𝗧𝗿𝘂𝘀𝘁 𝗶𝗻 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺.

𝗚𝗿𝗼𝘄𝘁𝗵 𝗱𝗼𝗲𝘀 𝗻𝗼𝘁 𝗵𝗮𝗽𝗽𝗲𝗻 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘄𝗮𝗻𝘁𝘀 𝘁𝗼 𝘄𝗶𝗻. It happens when everyone understands what winning requires and is prepared to do their part to reach their personal standards and those of their teammates.

Whatever. It. Takes.
What standard does your team refuse to compromise?

09/16/2026

𝗧𝗵𝗲 𝗯𝗲𝗹𝗹 𝗺𝗮𝘆 𝗿𝗶𝗻𝗴 𝗶𝗻 𝗗𝗮𝗹𝗹𝗮𝘀 𝗯𝘂𝘁 𝘁𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝗺𝗽𝗮𝗰𝘁 𝘄𝗶𝗹𝗹 𝗯𝗲 𝗳𝗲𝗹𝘁 𝗮𝗰𝗿𝗼𝘀𝘀 𝗧𝗲𝘅𝗮𝘀.

With TXSE, NYSE Texas and Nasdaq Texas expanding the state’s capital-markets infrastructure, Dallas is becoming an even stronger financial center. Texas already has more NYSE-listed companies than any other state, representing more than $3.7 trillion in market value.

As more capital, investors and financial-services firms move into Texas, companies will face greater expectations around reporting, governance, acquisitions and investor communication. may experience the first wave, but ’s energy, industrial, infrastructure, healthcare and private equity-backed companies will feel the ripple effects.

𝗧𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝘄𝗵𝗼 𝗰𝗮𝗻 𝗹𝗲𝗮𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗴𝗿𝗼𝘄𝘁𝗵, 𝘁𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗴𝗿𝗲𝗮𝘁𝗲𝗿 𝘀𝗰𝗿𝘂𝘁𝗶𝗻𝘆 𝗽𝗮𝗿𝘁𝗶𝗰𝘂𝗹𝗮𝗿𝗹𝘆 𝗶𝗻:
• Finance and treasury
• Investor relations
• Corporate development and M&A
• Legal, risk and compliance
• Integration and operational leadership

The important question for CEOs, boards and investors i̲s̲ n̲o̲t̲:
“Do we have someone in the role?”

𝗜𝗡𝗦𝗧𝗘𝗔𝗗 𝗶𝘁 𝗶𝘀:
⚫ Can our finance organization operate at public-company speed?
⚫ Can our leadership team integrate an acquisition without disrupting the core business?
⚫ Does our governance infrastructure match where the company is going or where it has been?

Our work is not about delivering a slate of résumés. It is about understanding the business from every critical perspective, NOT through the narrow lens of a recruiter, but through the eyes of the leaders responsible for the outcome.

Texas is creating a deeper and more sophisticated capital ecosystem. The companies that benefit most will be the ones that build the leadership infrastructure to match it.

𝗖𝗮𝗽𝗶𝘁𝗮𝗹 𝗺𝗮𝘆 𝗰𝗿𝗲𝗮𝘁𝗲 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗱𝗲𝘁𝗲𝗿𝗺𝗶𝗻𝗲𝘀 𝘄𝗵𝗮𝘁 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝗻𝗲𝘅𝘁.

09/08/2026

The call came in late on a Friday. Not scheduled. Those are usually the ones that matter.

A client called to tell me a conversation had gone exactly the way I told them it would. Then they said, "Thank you for being on our team and looking out for us."

That put me right back in the room where Artemis started.

So let me be specific about what looking out for a client means from this seat.

This client is in growth mode. Sponsor-backed, moving fast, building the organization for the next phase. They came to us with a defined role, a defined profile, and internal alignment on both. Clean scope. An easy search to run and an easy invoice to send.

After several conversations, I told them it was the wrong search.

Every private equity-backed business has an undercurrent running beneath the job description. Where you sit in the hold period. What the value creation plan actually requires versus what the deck says. What the board will be asking for eighteen months from now, not this quarter. And the real one: the distance between the leader who gets you to the next milestone and the leader who can carry this company to an exit. That gap does not show up in a spec, because the people writing the spec are running the company, not sitting outside it watching the pattern repeat across a portfolio.

They asked me for a hire. What they needed was a different read on their own opportunity.

So I brought a candidate to the table who was not on their list. That conversation changed how they see the next three years.

Anyone can fill a req. Telling a sponsor-backed CEO that the search they approved is not the search they need takes conviction and a willingness to be wrong out loud.

That is the job. Not matching résumés to a scope. Sitting close enough to the business to see what is coming, and having the nerve to say it before it costs them.

Friday night reminded me why I built this firm.

Johanna Watson CEO, Artemis Executive Partners

09/01/2026

"...because it is like shooting a sh***un if you are applying directly to a company anymore."

That's how an executive described the direct application process on a call this week. He'd seen the role posted on the company's site and passed on applying to it.

His point wasn't about effort. It was about information.

Applying directly is a one-way transmission. Your materials go into a portal and nothing comes back. No context, no read on the situation, no way to tell whether the opportunity is worth the risk of leaving a stable seat. So you spray and hope.

What a posting will never tell a senior leader:

→ Why the seat is open, and what happened to the person who had it
→ Where the company sits in the hold period, and what the sponsor's thesis actually is
→ What the board expects in the first 12 months, and whether that's realistic
→ How much real authority comes with the title
→ Whether comp and equity actually price the risk

And their caution is rational. Roughly 75% of CEOs exit after a change of control, with more than half of those exits landing in the first one to two years. Studies consistently put executive failure inside 18 months at 40–50%, and the driver is usually misaligned expectations, not capability. Around 70% of the workforce isn't actively looking in the first place.

"Executives don't want a wider spread. They want a scope."

Growth-stage founders, sponsors, and operating partners: the leaders you actually want aren't scrolling your careers page. They're taking a call from someone who can answer the questions the posting can't.

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.

Artemis Executive Partners

10/14/2026

09/29/2026

09/24/2026

09/17/2026

09/16/2026

09/08/2026

09/01/2026

08/29/2026

08/13/2026

07/22/2026

Address

Opening Hours

Telephone

Website

Alerts

Contact The Business

Shortcuts

Share

Category

Listing takedown request

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm