Executive Search · Confidential
A handful of appointments define a company.
Confidential search for the chair, the founder, and the C-suite — of Latin America's most consequential companies.
Trusted by the boards behind Latin America's most consequential companies
It starts with an empty seat at the head of the table.
Discourse ensues. Unclear direction, missed opportunities…
The cost is felt — and compounds every quarter.
That's where Executive Search by LaPieza comes in.
We cut through the noise, and create a mandate — hand in hand.
We assemble a panel of industry experts, who know the pressures of the role.
Using a decade of relationships, we know who would consider it, and what it would take.
Every name is weighed — and pressure-tested.
Many would do the role. The right one defines it.
Until we find the next person who belongs at the head of the table.
Scroll to fill the seat
How we search
The practice, in five elements.
Each one in the partner's hands — from the first conversation with the board to the first quarter in the chair.
It begins with the board.
Two weeks with the people who will live with this hire — the board, the founders, the lead investors. What this person owns. What they protect. What success must look like at the next board meeting, and the one after. We come back with a brief the chair and the CFO would both sign.
Drawn from a decade of relationships.
A confidential map of every credible operator for the seat — across Latin America, the diaspora, and the adjacent industries the right people quietly run. Hundreds narrow to a working forty. Every one weighed. Only the few we are sure of ever pick up the phone.
The market never knows you're hiring.
Outreach by the partner. We meet finalists in person, take references off the record, and your board's name doesn't enter the room until both sides are committed. By the time the offer goes out, no one outside the search ever knew it existed.
Three names. Each defensible.
A slate of three you can put in front of the board the next morning. Each with the reasoning, the trade-offs, and the question that decides between them. Pressure-tested by operators who have held the seat — so the doubts surface before the offer does.
We stay through the first ninety days.
We close the offer, broker the start, and stay in the room with the board through the first quarter. A great hire badly landed is a hire half-made. The engagement ends at the next board cycle — not at the signature.
The firm
A limited number of mandates each year.
The practice
Small by design.
Each partner runs a handful of mandates a year, and rarely more than one at a time — because the seats that define a company deserve undivided attention. Headhunting and RPO run on a separate bench.
By the partner
Run by the partner.
The same person who takes your call writes the brief, picks up the phone, sits with finalists, and walks the board through the slate.
Latin America
Latin America, ten years in.
A decade of relationships with the people who build the region's most consequential companies. We know who is quietly available, who would consider it, and what it would take.
Proof
Recent appointments. Quietly closed.
4commercial leaders landed across LATAM. Every seat closed inside twelve weeks.
1founding CEO seated at a Series-B fintech. Still in the chair at year three.
A quiet introduction
Begin the conversation.
Tell us about the seat and the board. We respond with how we would run the search — and, in time, the names already on our mind.