The hire isn't the goal. The landing is.

The most expensive mistake in executive recruitment happens after the signature

A substantial share of executive appointments disappoint or end within the first 18 months — and almost always for the same reason: not lack of competence, but a poor landing. Wrong pace, misread power structures, quick wins that never came, or an organization that was never won over. The price is enormous: re-recruitment, lost momentum and unrest in the organization — typically several times the leader's annual salary.

That's the risk the 100-day Executive Onboarding is built to remove. The program gives the new leader an experienced, confidential sparring partner outside the organization — in exactly the period where everything is decided, and where the leader is otherwise most alone.

What the program includes

• Before day 1 — the transition: Closing the old role well, mental reset, and a worked-through plan for the first weeks: what to read, who to meet, what not to do yet.
• Days 1–30 — the mapping: Sparring on listening before acting: stakeholders, power structures, culture, and the real expectations of board, owners and executive team — the ones that rarely appear in the job description.
• Days 31–70 — the positioning: The first decisions and quick wins, choosing which battles to fight, building trust in the leadership team — and coaching on the hard conversations that always come.
• Days 71–100 — the anchoring: From "new" to "established": direction set, team shaped, first results delivered — and a plan for the next 100 days.
• Throughout: Fixed 1:1 sessions plus access to acute sparring when something is on fire. Everything happens in full confidence between candidate and coach.

What the program is not

We don't interfere with the company's own onboarding. IT, HR processes, introduction programs, compliance and practicalities are — and must remain — the company's own domain. Executive Onboarding works one level above: we coach and spar with the leader alone on landing as well as possible in a new C-level or executive role. The two tracks complement each other and never cross.

A small cost. A large insurance.

The maths is simple: a full search fee typically runs at 25–33% of annual salary — and only covers the road to the signature. The Executive Onboarding program costs a fraction of that and works in the period where the value of the hire is actually decided. For the company it insures a multi-million investment; for the candidate it's the difference between starting and succeeding. That's why the program is a fixed part of the Stancein model and cannot be opted out of.

In practice the program is most often paid 100% by the company. In isolated cases the company chooses to run the amount through a gross salary arrangement.