Four people. Not four hundred.
Most firms in this business sell volume. A hundred resumes land in your inbox, you interview one, and you lose a week finding that out.
We send four checked people per open seat, every thirty days. Before you see a name, we have been back through the jobs they say they ran. You interview. You hire them under your own name. You pay nothing until one of them signs.
Every firm in this business promises to work hard. We checked 89 of them, site by site, in September 2026: not one attaches a remedy to a promise about time. Here is what we put a clock on, and what it costs us when we miss.
Your first checked slate
10 business days
Checked people, every 30 days
4 per open seat
If we miss either clock
Monthly billing pauses. On a single search, 20% comes off the fee
If your hire leaves inside 90 days
We restart the search, free
To start
Nothing until a hire signs
The clocks pause when we are waiting on you, and that is written down too — it is the only reason we can afford to publish them. We are new, so the risk sits with us: nothing to pay until the first hire signs, then half the standard card, locked for two years. What we ask in return is proof — a written case study, your name as a reference, and two introductions.
The seat is open. The people who could fill it are not looking.
You have the backlog and you have the contracts. What you are short is the super, the plant manager, the ops lead who keeps a job from going sideways. So the seat sits open, the work runs shorthanded, somebody good burns out covering two jobs — and now you have two seats open.
Job boards reach people who are looking. The ones who can run your work are busy running somebody else’s.
So you call a recruiter, and this is the part everybody already knows:
- “They send 100s of resumes and then we might interview 1 and like 1. I have lost trust in them.”
- “I asked for a tile guy, they said ok and sent a sheet metal guy. And that happened every time.”
- “It’s a lottery sometimes.”
Contractors and plant managers wrote those in public, about other firms. None of them are about us — we are too new to have earned the complaint or the compliment. They are the reason the company is built the way it is.
81% of construction firms with a superintendent opening report it hard to fill.— AGC’s 2025 workforce survey
We check the resume so you don’t get burned.
Anybody can type “ran a $40 million project” on a resume. We go find out whether they did. In construction we check a resume’s projects the way a bank checks a draw request — and the same discipline translates to plants, fleets and buildings.
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The jobs they ran
Which ones, how big, and what they actually held — the title and the real job.
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The people who were there
References from the people standing on the site when it happened, not the ones on the sheet.
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Before you see a name
Checking is the work. Sending is the easy part, which is why everyone else only does the easy part.
80% of U.S. hiring managers say candidate resumes don’t match real-world skills.— Express Employment Professionals / Harris Poll, 2026
This is for you if:
You hire salaried people who run blue-collar work — supers, plant managers, ops leads, estimators, PMs — or the scarce craft underneath them.
You have four or more of those hires coming in the next twelve months.
You have a real open seat right now, and somebody who can say yes.
You are in Northern Virginia, Charlotte or Raleigh.
This isn’t for you if you hire two people a year. Pay a headhunter — honestly, it is cheaper. We will tell you that on the call instead of selling you something you don’t need.
There is one recruiter here, and we publish the ceiling.
Twenty searches a year. That is the ceiling, not the target.
A search that ends in a hire takes about eighty hours — sourcing, checking, references, scheduling, the offer itself. A working year holds about sixteen hundred of those hours. Do the division and you get twenty searches, and there is no version of this where the number is bigger.
So we publish it. If the calendar is full when you call, you will hear that instead of hearing yes and then waiting. Nobody else in this category publishes a capacity cap, and the reason is not that they have no ceiling.
Being small is the product, not the apology. One person doing the checking is why four candidates arrive instead of forty, and why the references come from someone who actually made the calls.
While we are new, the risk is ours, not yours. Nothing to pay until the first hire signs. Then half the standard card, locked for two years — the price of being the proof we do not have yet.
What it costs
Of the 89 recruiting firms we checked in September 2026, 3 publish a fee schedule. Here is ours, at the founding rate — half the standard card, and the standard card is printed beside it on the pricing page.
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One Seat
7.5–12.5% of first-year pay — half the standard card, because we are new. Set by how hard the seat is to fill, not by what it pays.
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The Bench
$1,500 a month for three seats open at once, plus every hire at four points off the founding card.
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The Department
$3,000 a month for five reserved slots and front of the queue. One client at a time.
Under about six hires a year, don’t buy the monthly — a single search is cheaper, and we will do that arithmetic with you on the call rather than after.
See the whole cardBring us the seat that has been open longest.
Fifteen minutes on the phone. You tell us the seat. We tell you exactly how we would fill it — where those people are, what it will take to move them, what it pays. You keep that either way, whether you hire us or not.
Book a 15-minute call