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A job seeker can apply to dozens of roles before lunch. A recruiter can open a requisition and find hundreds, sometimes thousands, of applications waiting. Many of those resumes look polished. Many include the right keywords. Some may even be written by the same AI tools that help employers screen them. That is the new hiring reality. AI is no longer a side experiment in recruiting. It now sits inside the systems that write job descriptions, rank applicants, schedule intervie

A career is rarely a straight line. Good people make moves for good reasons. They take a bigger role, follow a leader, survive a merger, leave a broken culture, relocate for family, or join a company because the timing is right. That does not mean every move is wise. A pattern of quick exits can signal poor judgment, weak performance, or a habit of running from hard problems. A decade in one place can signal loyalty and depth, or it can signal comfort, slow growth, and limite

Some of my favorite hires have started with a pause. Not a confident “yes, perfect fit.” Not a resume that checked every box. More often, it was a candidate who made me stop and think, “This could work in a way no one is expecting.” On paper, they were a little adjacent. Maybe they came from a different industry. Maybe their title did not line up cleanly with the opening. Maybe they were missing one preferred skill but had a way of thinking that felt exactly right for the tea

The strongest Chief Operating Officer candidates in post-acute care right now are employed, performing, and not browsing job boards. They're running operations for a competitor, managing a portfolio for a PE firm, or doing exactly the work you need done — for someone else. This creates a specific kind of search challenge. A passive candidate has to be approached in the right way, at the right moment, with the right information about the opportunity. A poorly executed outreach

Hospice organizations fail executive searches for a reason that rarely appears on a job description: the organization is built around a mission that either resonates with a leader or doesn't. Technical qualifications, operational experience, financial acumen — all of these matter. But a leader who is in hospice for the career move and not for the work rarely lasts two years. This is one of the places where ITP's intake process looks different from a standard search. Before wr

What is the ownership structure of that organization, and what does it mean for how decisions get made? Is that VP of Operations role a genuine step up, or is it a title that will be constrained by a CEO who doesn't delegate? Is the compensation package competitive for that sector and stage — or is it below market for a reason? ITP answers these questions for every candidate she works with, before they walk into an interview. Not because it's a service she offers, but because