Part of GTM Talent Excellence
Talent Function Enablement
Installs The Rosenstein Retained Search Methodology inside your own hiring team, so the discipline behind every TRG search runs in-house. Part of GTM Talent Excellence.
What it is.
The part of GTM Talent Excellence that installs The Rosenstein Retained Search Methodology inside your own team: how roles are defined, how candidates are read, and how a hiring process runs from brief to offer.
Who it's for.
CEOs, and heads of GTM and HR, who want their internal talent team to hire GTM people with a proven method rather than inventing one.
What it delivers.
A shared, repeatable method your team uses on every GTM hire, from individual contributor through second-line manager.
Overview
Make great hiring a system, not a streak of luck.
Every company swears the next VP of Sales is the one. Then a quarter slips, the pipeline does not materialize, and the search starts over. The pattern is almost never a lack of effort. It is the lack of a shared, rigorous method for defining the role, reading the candidate, and judging fit before the offer goes out.
That method is what TRG does for a living. The Rosenstein Retained Search Methodology is delivered as Retained Executive Search, and installed as Talent Function Enablement. This is where we hand it to your people.
The method your team takes on:
Who this is for
CEOs who want hiring discipline that outlasts any single search.
Heads of GTM who want every interviewer on their team scoring against the same bar.
Heads of HR standing up or sharpening an internal talent function, who would rather start from a proven method.
Executive seats stay with Retained Executive Search.
What’s involved
The mandate, not the job description.
Full business context, the outcomes the role must deliver across its first year, the failure modes to avoid, the team this person will build, and what the board expects.
Motion before profile.
Establishing the sales or marketing motion the role needs, enterprise, mid-market, or high-velocity, before building the candidate profile.
Is it really a hiring problem?
Checking first whether the issue is a hire or a go-to-market alignment problem, so you do not recruit your way around it.
Cognitive Fit Assessment.
How to read Kolbe results, a licensed third-party instrument, as one input to a human decision. Never a screen or a cutoff.
Submittal discipline.
Short slates. Volume moves the screening burden onto the hiring manager's calendar.
A compressed process.
Three interview stages at most, a defined role for every interviewer, structured homework instead of extra meetings, scheduling by link rather than by email, and an offer within 48 hours of the final interview.
Outcomes
44 days
Average close — individual contributor roles (TRG's own measured results)
63 days
Average close — executive roles (TRG's own measured results)
Delivered through the GTM Talent Excellence program: a workshop, then one-on-one coaching for your team.
Your team defines roles the same way every time.
Interviewers stop arguing about gut feel and start scoring against evidence.
Slates get sharper, because everyone knows what qualified means for this seat.
The process moves faster, and candidates notice.
Those are TRG's measured results, not a promise about yours.
Which offering is right for me?
Which offering is right for me?
Two questions
Who should run the recruiting work?