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The quality of the candidates that Keller Executive Search presented meant that the firm could deliver an outcome beyond its original brief, two senior appointments from one engagement. The Head of CFO Services had spent his entire career in UHNWI family office and private wealth advisory. He had led a Finance-as-a-Service practice at a large national advisory firm and, prior to that, developed outsourced CFO, treasury, and investment oversight structures for a family office managing more than $15 billion in assets. The second appointment was a Senior Relationship Manager with a similarly specific background. After having built a single-family office from the ground up, he spent the next several years managing a concentrated portfolio of UHNWI client relationships at the level of wealth and complexity the firm’s clients represent.
A sales leader from the Bay Area with a California General Contractor license and a career built in the AEC sector was hired for the role. Prior to that, he spent eight years as Director of Sales for a geotechnical engineering and construction contractor, managing a team of more than ten in California, Nevada, and Arizona. He worked on long-cycle commercial, government and infrastructure projects during that time (the same kind of extended, relationship-managed engagement that the production accounts need) and was part of a period of growth that took the business from $6.5 million to $14.5 million in revenue before it was acquired in 2025. His working relationships with Bay Area owners, architects, engineers, and public agencies were current and directly relevant to the production portfolio. The appointment was handled on the client side by the company’s HR Manager, an executive Keller had placed in the same company six months earlier.
Keller placed a PHR-certified HR professional who has nearly 20 years of experience, most of it in manufacturing and industrial environments. She has served in senior human resources roles at a Fortune 100 energy distribution company and a defense and aerospace manufacturer with over $26 billion in annual revenue, where she oversaw labor relations for IBEW-represented employees, designed compensation programs for large production workforces, and led human resources operations across multiple locations. She is based in Brentwood and cited the on-site requirement and location as the main reasons for her interest. The company got more working overlap with the departing director by having her in place two weeks ahead of the January target.
The position was filled by a construction professional based in Memphis with almost 20 years of commercial project experience. His background runs across warehousing, education, healthcare, and retail, including a $170 million warehouse delivered over three and a half years and a $65 million school completed in 18 months, as well as more than 100 multi-site retail builds for a national healthcare brand. He has hands-on experience with Shelby County permitting, developed MEP and commercial construction vendor relationships in the Memphis market, and had recently transitioned from a general contractor role to the owner’s representative side of a major commercial project.
The incoming Director had built her career owning a significant digital P&L in a large omnichannel retail business, with full accountability across paid media, marketplace, loyalty, and platform operations at a national scale. Her work had been defined by data-driven improvement. She’d handled platform migrations, acquisition and retention program development, marketplace expansion, and cross-channel performance optimization. She had the P&L ownership experience and the technical platform know-how the role needed, and she had driven the kinds of measurable performance gains that the VP wanted to replicate.
The incoming director had a career in aerospace and defense technology and could bring the necessary technical experience across autonomy systems, flight software, and ground systems development for deployed platforms. His background included leading software organizations from early-stage startup to fielded product and acquisition, scaling teams from a small founding group to a substantially larger delivery organization, and meeting mission critical timelines in environments that run at the pace of the client’s own customer base. He had joined defense AI startups at their earliest stages and helped build their engineering capability from the ground up, rather than arriving later to run what was already in place.
