Why I’m Sometimes Embarrassed to Say I’m a Recruiter

It might sound strange to admit this after more than 27 years in executive search, but I’m often hesitant to tell people what I do.

The recruitment industry has changed dramatically, and not always for the better. With virtually no barriers to entry, anyone can call themselves a recruiter. That’s led to a wide gulf in the quality of service offered to clients and candidates alike. Too many people enter the industry because it can be lucrative, rather than because they genuinely want to add value. Recruitment should be a profession built on trust, expertise, and measurable impact, not just a quick transaction.

When done well, executive search delivers an exceptional return on investment. The right appointment can transform culture, accelerate growth, and create long-term success. In that context, strong recruiters should be well rewarded, but because of the value they create, not due to shortcuts or volume-driven tactics.

The lack of consistency across the market is what troubles many leaders. Some firms operate with professionalism and integrity, investing time to understand the business, culture, and the leadership profile that will truly thrive. Others prioritise speed over substance. The result is a mixed reputation that can make people sceptical before they’ve even engaged.

I recently ran a poll asking business leaders how they view the recruitment industry. The results were striking:

• 6% said they have an “amazing partner”
• 18% described the industry as “full of expensive sharks”
• 76% said it’s “very inconsistent”

That last number speaks volumes. Most leaders feel the service they receive varies wildly depending on who they work with. It’s exactly why I sometimes hesitate to say I’m a recruiter. I don’t want to be associated with the negative experiences so many people have had.

For me, recruitment at its best is a trusted, strategic partnership. It means taking the time to challenge a brief, define success clearly, and build a rigorous process that respects candidates while delivering for the client. It’s about honest communication, transparent expectations, and a commitment to evidence-based assessment. It also requires staying close to the market, understanding compensation dynamics, and aligning stakeholders around what “great” looks like.

At Collingwood Executive Search, we hold ourselves to that standard. We invest in discovery, candidate care, and a thorough evaluation process. We coach, we prepare, and we provide meaningful feedback. We aim to be true ambassadors for our clients, not just a conduit. And we measure success not only by the hire made, but by the impact that leader has 12 to 24 months down the line.

I’m proud of the work we do, but I also understand why the industry’s reputation can make people wary. If you’ve experienced the inconsistency, you’re not alone. If you’ve found a partner who truly adds value, you know how different it can be when recruitment is done properly.

I’d be interested in your perspective. As a leader who has worked with recruitment partners, what have you seen? Where has the industry earned your trust, and where has it fallen short?