Leadership

George speaks for Fortune 500 leadership teams, private companies, associations, executive forums, masterminds, and leadership offsites. Whether the room is a boardroom, a conference stage, a private forum, or an executive peer group, his message is built around one practical question: how do we choose the right leaders before the yes?

Founders and CEOs running $50M–$5B businesses. Boards navigating a CEO transition or a leadership inflection. CHROs who need an outside thought partner who has actually built the function. Investors who want a sharper read on the leadership team behind the asset.

And ultimately, it shows up in the teams they build.The best organizations are deliberate about all three. They define what great looks like. They select for character, capability, and potential—not simply pedigree. They develop leaders who make the people around them better. And they create environments where talented people can perform at their highest level.

“When C-Level talent is critical to drive business results, George is the expert who will find exceptional talent that will “fit” the needs and specific role for your company. His best-selling book, The Talent War, highlights that it is leadership and character that distinguishes the best talent, and he should know after hiring/evaluating/assessing over 2500 executives. Many executive resumes may look good, but they may not be the right fit. We need to look beyond our network of colleagues and people we are comfortable with, they are often not the best option. George goes beyond to understand the company, the executive team and what drives the candidate to find the few candidates that are a more perfect fit. He is no nonsense leader and consultant who looks out for both the CEO and the candidate so that a terrific match is found.”

Co-authored with former US Navy SEAL Mike Sarraille, The Talent War pulls back the curtain on how the world’s highest-performing organizations identify, select, and develop their leaders. Drawing on the principles behind Special Operations talent selection and decades of corporate leadership experience, this book makes the case for a fundamentally different approach to talent — one that prioritizes potential over pedigree.

Top recruiter at my first firm. First Junior Military Officer hiring program in consulting — a model that became an industry blueprint. Then HP: from supporting 9,000 employees to leading global recruiting for 135,000 across 65 countries. In one year, my team made 24,000 hires. I was named to the Top 100 Leaders Club within seven months.

George Randle is Managing Partner at Randall Partners, a leadership advisory and executive search firm. A former U.S. Army officer and global talent executive, he has spent his career helping organizations make better leadership decisions in moments that matter most. Over the course of that work, he has been involved in more than 85,000 hires across 65+ countries, including roughly 2,500 senior leaders. He is also the co-author of the bestselling book The Talent War. In this book, Randle brings together lessons from executive search, leadership assessment, and high-stakes selection to show leaders, boards, and investors how to get executive hiring right—before the consequences of getting it wrong show up in the business.

George Randle is Managing Partner at Randall Partners, a leadership advisory and executive search firm. A former U.S. Army officer and global talent executive, he has spent his career helping organizations make better leadership decisions in moments that matter most. Over the course of that work, he has been involved in more than 85,000 hires across 65+ countries, including roughly 2,500 senior leaders. He is also the co-author of the bestselling book The Talent War. In this book, Randle brings together lessons from executive search, leadership assessment, and high-stakes selection to show leaders, boards, and investors how to get executive hiring right—before the consequences of getting it wrong show up in the business.