According to the Executive Search Information Exchange (ESIX), 40% of all executive searches fail to make a hire, and more than 50% of leadership hires don’t succeed, leading to significant costs and years of lost productivity for companies. These statistics highlight the harsh reality of executive recruitment, but John Boehmer, the founder of Accelent, Inc., has cracked the code on how to defy these odds.
With over 35 years of experience and nearly 500 searches under his belt, Boehmer understands why hiring fails. “There are several critical reasons,” he explains. “The most common include a search process lacking discipline and rigor, unclear position specifications, disorganized interview processes, misaligned assessment teams, and ineffective cultural fit evaluations.”
Despite these common pitfalls, Accelent has maintained an extraordinary track record. Since its founding in 2010, the firm has completed approximately 135 searches with a 99% success rate, and an impressive 98% of candidates have remained in their roles for at least one year. Boehmer attributes this success to a methodical, research-driven approach that redefines how companies conduct executive searches.
As industries continue to evolve — from healthcare and fintech to the fast-moving crypto and blockchain sectors — Accelent’s flexible yet rigorous methods help leadership talent stay ahead of emerging trends and adapt quickly in dynamic environments.
Boehmer credits much of Accelent’s foundational strategy to a pivotal conversation with Mark Gilbertson, whom he refers to as his “personal Yoda.” When launching Accelent, Boehmer posed a question: “How do we increase the probability that our candidates are successful?” Gilbertson responded with a question of his own: “What is the likelihood a candidate will fail if they are successful in the first 90 days?”
Boehmer’s answer was simple: “Probably near zero.” This exchange led them to Michael Watkins’ book, The First 90 Days, which became a cornerstone in Accelent’s process. “Watkins’ research concluded that new executives often consume value before adding value when they start a new role,” Boehmer explains. “Our goal became clear: shorten and flatten that curve of consumption.”
By integrating elements of Watkins’ methodology, Accelent created a discovery process designed to set candidates up for immediate impact. This approach begins with a simple yet powerful question to the hiring manager: “What is the overall impact you want this talent to make on the business?”
Once the desired impact is clearly defined, Accelent works with companies to identify the five to eight key strategic and tactical initiatives the new hire should accomplish within the first 100 days. “This process not only clarifies the position specification but also unpacks the critical competencies, knowledge, and experience needed for success,” Boehmer notes.
Next comes what Boehmer refers to as the “decision matrix.” This involves mapping out the most critical decisions the new executive will need to make and determining who within the organization holds accountability, responsibility, or veto power over those decisions. “As companies grow and become more complex, understanding who is involved in key decisions becomes increasingly critical,” Boehmer says.
Through this process, Accelent uncovers how work gets done within an organization, effectively revealing its culture. This leads to what Boehmer calls AIM, or Accelerated Integration Methodology. “The idea is to start the integration process—or pre-onboarding—very early in the recruiting phase,” he explains. “That way, when the candidate steps into the role, they can make an immediate impact with minimal ramp-up time.”
A critical part of Accelent’s process is the creation of an “A-team,” or assessment team. “We begin with a whiteboard session to discuss key initiatives and the competencies required for the role,” says Boehmer. “The goal is to get buy-in from the entire team before we move forward. Alignment at this stage is non-negotiable.”
With the A-team aligned, Accelent develops a go-to-market candidate presentation. Unlike traditional job descriptions, which often read as generic lists of responsibilities, Accelent creates visually compelling slide decks that tell the story of both the company and the role. “This approach increases candidate engagement and helps potential hires quickly understand where they fit within the organization,” Boehmer notes.
Whether working with an executive search firm or conducting an internal search, Boehmer emphasizes the importance of weekly update calls among A-team members. “Each team member should hold off on sharing interview feedback until the group call,” he advises. “And rather than coming in with a definitive yes or no, feedback should be treated as one piece of the larger candidate puzzle.”
This collaborative approach ensures that decisions are based on comprehensive insights rather than individual biases. It also fosters a culture of accountability and continuous improvement within the hiring team.
Accelent’s methodology has proven that a disciplined, strategic approach can dramatically improve hiring outcomes. By focusing on early integration, cultural alignment, and continuous feedback, Boehmer and his team are changing executive search.
“At the end of the day, it’s about reducing the risk of failure,” Boehmer concludes. “When you have a clear process, alignment among stakeholders, and a focus on long-term success, you significantly improve the odds. That’s what we do at Accelent.”
To find out more about Accelent, visit their website.
Note: Accelent’s “stick rate” is based on candidates remaining in their roles for at least one year.
