Why this role matters right now

• Tell me briefly the circumstance that created this vacancy, including the date it became open
• Which of these best describes the trigger for the vacancy Options: Planned retirement with up to 12-month succession window, Unexpected departure with no internal successor, Board governance review revealed a skills gap, Strategic pivot or new initiative requiring different expertise, Other
• When did leadership first flag that external recruiting support would be needed Options: Within the last 2 weeks, 2–8 weeks ago, 8–16 weeks ago, Longer than 16 weeks
• List the recent strategic changes, major initiatives, or external pressures that make this hire urgent
• Is there a target window for having an accepted offer in hand Options: Within 8 weeks, Within 12 weeks, Within 16 weeks, Flexible / no firm deadline
• Could you imagine pausing or canceling the search, and if so what single condition would trigger that decision

If the role stayed unfilled for a year

• If this role remained vacant for 12 months, which strategic outcome would be most at risk Options: Clinical quality or patient safety, Financial stability or margins, Academic program continuity, Regulatory compliance, Board governance and oversight, Other
• Name the operational areas that would need immediate interim leadership (for example clinical operations, finance, academic affairs, government relations) Options: Clinical operations, Finance, Academic affairs, Quality/compliance, Government/legislative relations, Other
• Estimate the likely financial, regulatory, or reputational cost if the vacancy lasted 12 months Options: Minimal, Moderate, Significant, Severe / mission-critical
• Give a recent example when a leadership gap produced a missed objective or urgent problem, and what you learned from it
• Would an extended vacancy be likely to trigger board-mandated interim leadership or external oversight Options: Yes, interim leader would be required, Yes, external oversight or reporting likely, No, internal coverage sufficient, Unsure

Decision-making and veto points

• Who ultimately holds the final approval or veto for the hire, the full board, the nominating committee, a CEO, or another party Options: Full board, Nominating/search committee, CEO or president, Committee chair with board ratification, Other
• Please indicate the expected number of search committee members Options: 3, 4, 5, 6, 7
• Outline the committee's typical decision process, including quorum and whether a simple majority, supermajority, or chair decides Options: Simple majority, Supermajority, Chair decides, Consensus required, Other
• Identify who will be the day-to-day project owner responsible for scheduling, collecting feedback, and liaising with the search partner
• In the event the committee cannot reach agreement, what escalation path do you expect to resolve the hiring decision within your target timeline

What 6- and 24-month success looks like

• What measurable signals at month six would convince you this placement is on track
• Pick the top three metrics you will weigh Options: Financial performance / budget targets, Patient or student satisfaction scores, Clinical/academic program stability, Regulatory compliance milestones, Leadership team retention, Community or stakeholder confidence
• Rate the relative importance of cultural fit with clinical or academic leaders versus operational management Options: Cultural fit far more important, Cultural fit slightly more important, Equal importance, Operational experience slightly more important, Operational experience far more important
• Specify the retention or performance outcome at 24 months you would consider evidence of a durable placement Options: Still in role and meeting targets, Still in role with improvement plan, Turnover but successor internal, Turnover and new external search
• Should those targets not be met within twelve months, will you initiate a formal review and consider replacing the leader Options: Yes, immediate review and replacement considered, Yes, but remediation first, No, we would extend time to improve, Unsure

Where search efforts usually get stuck

• Tell me about a past search here that unraveled and why it did
• How often do committee members initiate independent outreach to candidates during a search Options: Never, Rarely, Occasionally, Often, Regularly
• Give an example of a confidentiality breach in a prior search and the consequences that followed
• Are committee member changes during a search common, and how do those changes typically affect momentum Options: Common and disruptive, Occasional and manageable, Rare
• Would you terminate the relationship if a confidentiality breach or parallel outreach recurred, or would you prefer a remedial plan Options: Terminate immediately, Pause and require remediation, Strengthened safeguards only, Unsure

Other options you are weighing

• What would have to be true about your current internal approach for you to keep it instead of hiring a retained external partner
• Select all alternatives you are evaluating Options: Incumbent retained firm, Internal HR-led search, Contingency recruiters, AI talent platform or data tool, Regional boutique firm, No external search planned yet
• Who inside your organization has proposed solving this without an external partner Options: Chief HR officer, CEO or president, Board nominating chair, Division leader, No internal proposal
• Has anyone requested a redacted target list, time-to-shortlist benchmarks, or prior diversity slate examples from potential firms Options: Yes, redacted target list, Yes, time-to-shortlist benchmark, Yes, prior diversity slate examples, No
• Is there a firm selection deadline after which you will stop evaluating alternatives and commit Options: Immediately, Within 2 weeks, Within 4 weeks, Flexible / no firm deadline

Practical constraints and readiness

• Which governance approvals, legal reviews, or regulatory consents could pause candidate outreach or offer acceptance Options: Board approval required, Legal conflict review, Regulatory notification, No special approvals required, Other
• List the background checks, credential verifications, or reference checks that must be authorized before you will consider a finalist Options: Standard professional references, Credential and license verification, Criminal background check, Credit check, National provider data / sanctions check, Other
• Confirm whether signed NDAs or confidentiality agreements are required from committee members before outreach begins Options: Yes, required from all members, Yes, required from external advisors only, No, not required
• Indicate how often the committee can realistically meet for candidate review Options: Weekly, Every two weeks, Monthly, Ad hoc as candidates emerge
• Can delegated sign-off or an enabled subgroup approve finalists to keep the timeline if full committee availability is limited Options: Yes, delegation available, Possible with pre-authorized parameters, No, full committee must decide

Diversity, outreach boundaries, and confidentiality rules

• Which diversity dimensions are priorities for the slate, for example gender, race, clinical specialty, academic background, or geography Options: Gender representation, Racial and ethnic diversity, Clinical specialty diversity, Academic vs operational background mix, Geographic diversity, Other
• Choose any outreach boundaries we should never cross, such as contacting certain institutions, active employees in specific roles, or named individuals Options: No outreach to specific institutions, No approaches to active employees in role, No contact with named individuals, No restrictions
• Have you set confidentiality rules about committee members sharing candidate information externally Options: Yes, strict confidentiality and sanctions, Yes, informal rules, No formal rules
• Would you require a redacted target list before allowing outreach to passive candidates Options: Yes, required, Would prefer but not required, No
• What evidence would you accept that our outreach honored confidentiality and boundaries during the campaign Options: Redacted outreach log, Written affirmations from outreach leads, Periodic confidentiality audits, Other

Timing, budget, and the commitment to move forward

• Assume a firm delivered an agreed shortlist in eight weeks, what remaining objections could still block you from making an offer
• Has the board or finance committee pre-approved the retainer and estimated fee range Options: Yes, fully approved, Partially approved, needs final sign-off, Not yet approved
• Who controls final sign-off for the retainer and fee approvals
• Select the payment schedule that would be acceptable Options: Upfront retainer plus staged payments, Milestone-based payments tied to deliverables, Fee due on placement only, Other
• How quickly can the board or authorized approver sign off on an offer once a finalist is selected Options: Within 1 week, 1–2 weeks, 3–4 weeks, Longer than 4 weeks
• Would you still proceed with the same firm if the timeline slipped by more than 4 weeks Options: Yes, No, Depends on cause and mitigation plan

Next commitments and decisive gates

• Which single decision or document would accelerate the engagement to start work this week Options: Signed engagement letter, Board approval memo, Committee availability calendar, Signed confidentiality agreements
• Choose the earliest date the committee can meet for a formal launch session Options: This week, Next week, Within 2 weeks, Within 4 weeks
• What would kill the engagement before it starts, for example lack of retainer approval, committee inability to meet, or regulatory gate Options: No retainer approval, Committee cannot meet, Regulatory/legal barrier, Other
• Please name any additional constraints, special approvals, or stakeholders we must engage before we begin outreach
• How confident are you that the organization can meet the readiness items we just discussed, on a scale from 1 to 5 Options: 1 - Not confident, 2 - Slightly confident, 3 - Somewhat confident, 4 - Confident, 5 - Very confident

• Search Experience: Methodology & Candidate Assessment

• Confirm the current state and its cost
• You confirm the demonstrated assessment rubric produces defensible rankings that resolve conflicting committee specifications.
• Provide the committee's top three strategic priorities and any governance constraints before the next session.
• Deliver a redacted sample target list and one scored candidate example mapped to the committee's top three priorities within 5 business days.
• Walk the structured assessment framework
• You confirm the confidentiality and outreach boundaries will protect incumbent relationships while delivering diverse passive candidate slates.
• Live mapping example
• You agree the proposed timeline and decision cadence keep the search within the 8 to 14 week engagement window and reduce candidate drop-off risk.
• Confirm a decision-cadence calendar with named meeting windows and feedback SLAs within 3 business days.
• Evidence of outreach depth and slate composition
• Align timeline and decision cadence
• Validate alignment with your need

• Search Experience Session
• Search Experience Deck
• Search Experience Solution Brief

• meeting
• slides
• document

• Committee Charter and Confidentiality Rules
• Role Profile and Success Signals Workshop
• Diversity, Equity and Outreach Priorities
• Decision Cadence, Feedback SLAs and Offer Authority

• Schedule recurring committee meetings and publish calendar invites for the agreed cadence.
• Confirm shortlist and milestone timeline
• Decision matrix and timeline confirmed and documented for operational use by the search team and committee.
• Feedback SLAs and offer approval steps committed to by the committee to prevent timeline slippage.
• Publish the decision matrix, timeline, and feedback SLAs to the committee workspace.
• Provide the standard offer approval checklist and any compensation parameters required before outreach begins.
• Document any gaps surfaced in the simulation and assign follow-up tasks to resolve them before shortlist delivery.
• Confirm committee scope and membership
• Committee charter completed and agreed, including confidentiality rules and outreach boundaries.
• Decision authority and escalation path documented and accepted by the committee.
• Circulate the committee charter for review and signatures within 48 hours.
• Log any requested confidentiality exceptions and document required approvals for each exception.
• Recap organizational context and strategic priorities
• Final position specification document approved by the committee for use in candidate sourcing.
• A defined set of measurable success signals and assessment criteria agreed for candidate evaluation.
• Publish the finalized position specification and distribute to committee and search team.
• Create a candidate assessment rubric mapping competencies to the agreed success signals.
• Confirm required professional qualifications and any authorized background checks for candidates.
• Review diversity and regulatory considerations
• Diversity targets and evidence requirements for slates documented and approved.
• Outreach boundaries and contact rules for passive candidates agreed and incorporated into the sourcing plan.
• Produce a written diversity and sourcing brief that sets target slate composition and required evidence.
• Document outreach boundaries and confidential contact protocols for passive candidates.
• Schedule the first slate review checkpoint and define the materials to be provided at that review.
• Agree core responsibilities and must-have criteria
• Define feedback turnaround SLAs and review process
• Define confidentiality rules and outreach boundaries
• Set target slate composition and prioritization
• Define outreach boundaries for passive candidates
• Define competencies and cultural fit indicators
• Clarify committee roles and decision authority
• Establish offer approval authority and compensation guardrails
• Agree evidence required for each submitted slate
• Run a decision simulation on a hypothetical candidate
• Set meeting cadence and escalation process
• Establish measurable success signals and retention targets

• Develop position specification and success criteria
• Compile redacted target candidate list
• Execute targeted passive candidate outreach campaign
• Screen candidates and deliver vetted shortlist
• Conduct structured candidate interviews
• Prepare candidate dossiers for committee review
• Conduct professional reference checks
• Execute background and credential verifications
• Deliver market compensation benchmarking report
• Facilitate offer negotiation and acceptance
• Present diverse slate and inclusion summary
• Provide prior-placement longevity and reference report

Develop position specification and success criteria

• Who are the mandatory voting members of your search committee (e.g., board chair, chief medical officer, provost) that must sign off on the final position specification?
• Provide the measurable success signals you will use to judge the hire in months 6 and 24 (examples: operating margin improvement percentage, reduction in 30-day readmission rate in clinical service lines, achievement of specific academic program milestones).
• Specify required professional credentials and statutory clearances for the role (examples: state medical license in X state, board certification, faculty appointment at an accredited medical school, federal security clearance if applicable).
• Which governance approvals are required before posting the role and initiating outreach (examples: board resolution, medical staff executive committee endorsement, faculty affairs sign-off)? Options: Board resolution, Medical staff executive committee endorsement, Faculty affairs sign-off, Executive leadership approval only
• List outreach or confidentiality constraints tied to this vacancy (for example: public announcement embargo until offer acceptance, prohibition on contacting internal interim leaders, limitations due to ongoing accreditation review).
• Confirm how the position specification and success criteria will be formally approved by the committee (signed job brief, committee minutes recording a vote, or written email approval from the chair). Options: Signed job brief, Committee minutes recording a vote, Written email approval from the chair, Other

Compile redacted target candidate list

• Provide the initial target-mapping scope (preferred target count range and institution types such as academic medical centers, regional health systems, community hospitals, or public university systems). Options: 30-50 targets, 51-100 targets, 100+ targets
• Identify the minimum disclosure fields you require on the redacted slate to assess network depth (examples: current role title, prior comparable placement, sector and geography, years in current role). Options: Current role title, Prior comparable placement, Sector and geography, Years in current role
• Specify any exclusion rules for the target list (for example: exclude candidates currently on your medical staff, exclude alumni of a named institution, exclude candidates requiring sponsorship in specified countries).
• Which redaction convention should be used for initial deliverables to protect confidentiality (full redaction of names, initials plus role, institution-only labels)? Options: Full redaction of names, Initials + role, Institution only
• Indicate geographic limits for target mapping (examples: within-state candidates, regional competitors within X miles, national only except for international-located faculty with US licensing). Options: State-restricted, Regional (same state/adjacent states), National, International permitted with US licensure
• Estimate the expected delivery timeline for the initial redacted target list after scope approval. Options: 5 business days, 10 business days, 15+ business days

Execute targeted passive candidate outreach campaign

• Describe the confidentiality framing and mission messaging we should use in first outreach to passive clinical and executive candidates (examples: emphasis on board-level confidentiality, impact on community health outcomes, academic appointment opportunity).
• Identify candidate segments that need special outreach protocols (for instance: sitting CEOs, clinically active physicians with on-call obligations, tenured faculty with grant portfolios). Options: Sitting CEOs/Presidents, Clinically active physicians, Tenured faculty, Senior finance leaders
• Do you permit simultaneous candidate approaches by committee members to their personal contacts, or must all external approaches be routed through the search team to preserve confidentiality? Options: All outreach routed through the search team, Committee may approach with prior notification, Committee outreach prohibited until shortlist
• Estimate acceptable timelines for first response to passive outreach and for scheduling an initial 30–45 minute exploratory call (examples: first response within 7 days, screening call within 14 days). Options: First response within 3 business days, First response within 7 business days, Screening call within 14 days
• Are there regulatory or institutional constraints on outreach to clinicians we must observe (examples: state physician solicitation rules, conflict-of-interest clauses in academic contracts, visa sponsorship limitations)? Options: Yes - we will provide the constraints, No constraints
• Select the preferred cadence for outreach reporting to the committee (weekly snapshot, biweekly shortlist updates, milestone-driven updates at candidate screening and shortlist). Options: Weekly snapshot, Biweekly shortlist updates, Milestone-driven only

Screen candidates and deliver vetted shortlist

• Who will approve the target shortlist size for committee review (typical options: 3 finalists, 4 finalists, 5 finalists)? Options: 3 finalists, 4 finalists, 5 finalists, Committee to decide
• Detail the minimum screening packet required for each vetted candidate (examples: updated CV, executive assessment summary, documented compensation expectations, conflict-of-interest disclosures). Options: CV, Executive assessment summary, Documented compensation expectations, Conflict-of-interest disclosure
• List any non-negotiable disqualifiers for candidates (for example: unresolved disciplinary action with state medical board, inability to obtain required licensure, active litigation that affects leadership eligibility).
• When do you expect the vetted shortlist to be delivered relative to launch (examples: 4 weeks, 6 weeks, 8+ weeks)? Options: 4 weeks, 6 weeks, 8+ weeks
• Assign who in your organization will be the single point of contact for rapid feedback on candidate slates and scorecards to avoid timeline drift.
• Indicate whether you require concurrent executive assessment tools (psychometric assessment, leadership simulation) as part of the screening before committee review. Options: Yes - include psychometric assessment, Yes - include leadership simulation, No additional assessments

Conduct structured candidate interviews

• Select the structured interview format you prefer for committee sessions (options tuned for governance and clinical oversight scenarios). Options: Competency-based 60-minute, Panel behavioral 45-minute, Hybrid with case study, Asynchronous recorded responses
• Outline the four to six core competencies and governance scenarios the committee wants tested in interviews (examples: financial stewardship during margin pressure, oversight of quality metrics, academic program growth, crisis response to clinical service disruption).
• Do you require standardized numeric scoring and an anonymized consolidated scorecard to be produced for each candidate after committee interviews? Options: Yes - numeric scoring required, No - qualitative notes only
• Assign responsibility for scheduling panel interviews, including who will coordinate clinician on-call coverage or faculty teaching release during interview windows.
• When will pre-interview briefing materials (committee reading packet, candidate brief, scoring rubric) need to be available prior to each interview session? Options: 3 business days prior, 5 business days prior, 7+ business days prior
• Indicate any accessibility or compliance needs for interview delivery (for example: HIPAA-safe remote platform, sign language interpreter, secure document viewer for credentialed committee members). Options: HIPAA-safe remote platform required, Interpreter required, No special requirements

Prepare candidate dossiers for committee review

• Choose the dossier components you require for each candidate packet (examples: redacted CV, executive summary, interview highlights, reference excerpts, compensation history). Options: Redacted CV, Executive summary, Interview highlights, Reference excerpts, Compensation history
• Name the clinician-specific documents that must be appended to dossiers (examples: National Practitioner Data Bank query, current state medical license verification, malpractice claims history). Options: NPDB query, State medical license verification, Malpractice history, Credentialing letters
• Detail your preferred dossier delivery format to the committee (single PDF packet, individual candidate pages in the workspace, or secure portal access). Options: Single PDF packet, Individual candidate pages, Secure portal access only
• Set the earliest publication timing for dossiers before a committee meeting so members have time to review and submit comments. Options: 3 business days before meeting, 5 business days before meeting, 7+ business days before meeting
• Confirm who will perform redaction of sensitive candidate details for broader distribution and whether redaction review requires legal input due to confidentiality agreements. Options: We will perform redaction, You will perform redaction, Redaction requires legal review
• Explain whether you want a one-page executive synopsis for each candidate that maps competencies to your prioritized success signals. Options: Yes - one-page synopsis required, No - full dossiers only

Conduct professional reference checks

• State the number and types of references you require per finalist (example: three references including one board member or chair, one direct report, and one peer). Options: 2 references, 3 references, 4+ references
• Describe the reference-check topics that are critical for clinical leaders (examples: oversight of clinical quality, experience with credentialing processes, behavior in merger or integration scenarios).
• Choose the preferred artifact format for reference outputs: written summary, recorded interview with timestamped notes, or both for auditability. Options: Written summary, Recorded interview with notes, Both
• Flag any individuals or organizations we must not contact for references (for example: current employer without candidate consent, specified colleagues). Options: Yes - we will provide a block list, No restrictions
• When should reference checks be completed relative to extending an offer (before offer is extended, concurrent with offer negotiation, only after candidate accepts verbally)? Options: Before offer extended, Concurrent with offer, After verbal acceptance
• Identify any regulatory topics that must be asked during references for clinicians (examples: history of privileging actions, NPDB report clarifications).

Execute background and credential verifications

• Enumerate mandatory background and credential checks for finalists (examples: criminal background check, sanctions and exclusion checks, education verification, National Practitioner Data Bank query). Options: Criminal background, Sanctions/exclusions, Education verification, NPDB query
• Indicate whether you require verification of prior clinical privileges and privileging letters from previous hospitals for clinician candidates. Options: Yes - privileging letters required, No - not required
• Name the party who will provide candidate authorization for checks that require consent under state privacy laws and whether a signed release form will be provided.
• State the acceptable turnaround time for completing background and credential verifications for finalists. Options: 3-5 business days, 6-10 business days, 10+ business days
• Confirm any international or jurisdictional verifications required (examples: foreign medical degree primary-source verification, international criminal clearances). Options: Yes - international verifications required, No - domestic only
• Require whether adverse findings discovered in verifications should be escalated immediately to the committee chair or routed through HR for triage. Options: Escalate immediately to committee chair, Route through HR first, Escalate to both simultaneously

Deliver market compensation benchmarking report

• Recommend the peer comparator set for benchmarking (examples: regional health systems, academic medical centers, public university medical centers, freestanding children's hospitals). Options: Regional health systems, Academic medical centers, Public university medical centers, Community hospitals
• Break down the total compensation components you want modeled (base salary, annual incentive, deferred compensation, academic salary supplement, relocation, sign-on or retention bonuses). Options: Base salary, Annual incentive, Deferred compensation, Academic supplement, Relocation, Sign-on/retention
• Pick the market-data time horizon to be used for benchmarking (most recent fiscal year, rolling three-year average). Options: Most recent fiscal year, Rolling 3-year average
• Outline how you will accept the compensation benchmarking deliverable (HR approval, compensation committee sign-off, budget office confirmation). Options: HR approval, Compensation committee sign-off, Budget office confirmation, Other
• Require whether benchmarking should be segmented by clinical full-time equivalent expectations, by academic rank, or reported as an aggregate market median. Options: By clinical FTE, By academic rank, Aggregate market median, All of the above
• Explain whether you need modeled offer scenarios showing total cost to organization including benefits, malpractice tail exposure, and pension/retirement contributions. Options: Yes - full total cost model, No - salary and incentive only

Facilitate offer negotiation and acceptance

• Appoint who in your organization is authorized to approve final compensation packages and sign employment contracts or offer letters.
• Include the mandatory elements you require in every offer letter (examples: proposed start date, reporting line, base pay, incentive targets, academic appointment terms, confidentiality and non-solicitation clauses).
• Will you have the search team lead negotiations on behalf of the committee, provide negotiation coaching to named approvers, or limit the team to drafting offer language? Options: Search team leads negotiations, Search team provides coaching only, Search team drafts language only
• Declare whether the engagement includes pre-approved compensation bands we must not exceed and, if so, whether exceptions require budget office approval. Options: Pre-approved bands provided - exceptions require budget approval, Pre-approved bands provided - exceptions ok with chair approval, No pre-approved bands
• Set the required acceptance window you want stipulated in offers (examples: candidate must respond within 7 calendar days, 14 calendar days). Options: 7 calendar days, 14 calendar days, Custom timeline
• Define whether relocation, professional license transfer support, and academic start-up commitments are negotiable elements or fixed components of any offer. Options: Relocation negotiable, License transfer support negotiable, Academic start-up negotiable, All negotiable, None negotiable

• Non-Disclosure & Conflict of Interest Agreement
• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Fee Schedule & Retainer Agreement
• Committee Obligations & Feedback Cadence
• Background & Reference Check Authorization
• Expense Reimbursement Policy
• Data Processing Agreement (DPA) & HIPAA Business Associate Addendum (BAA)

• Onboarding Health Check, weeks 1 to 4
• First Performance Measurement, weeks 4 to 10
• 90-Day Acceptance Gate
• Ongoing Quarterly Review, months 6 and 12

• Schedule any targeted development sessions or stakeholder alignment meetings identified as needed.
• Publish the 30-day metric dashboard and gap analysis with remediation tasks and deadlines.
• Update the new hire development plan with the agreed corrective actions and target completion dates.
• Schedule any needed stakeholder alignment sessions to resolve role or expectation gaps.
• Restate acceptance criteria and numeric targets
• Produce a documented acceptance decision against the criteria recorded in Executive Outcome Discovery with pass/fail status for each item.
• For any non-passing criteria, agree a remediation plan with clear deadlines and evidence requirements.
• Capture the buyer's named signatory or documented acceptance record as required for this engagement tier.
• Publish the formal acceptance record that lists each criterion, measured outcome, pass/fail status, and the named signatory.
• Document remediation tasks for conditional items with resolution dates and required evidence.
• If acceptance is granted, circulate a placement handoff summary that includes onboarding completion status and remaining watchlist items.
• Retention and continuity check
• Confirm the placement remains active and quantify retention at the 6- and 12-month marks.
• Assess whether success-signal attainment is sustaining or improving since the 90-day acceptance gate.
• Ensure all remediation items from prior meetings are closed or have updated timelines and owners.
• Publish the quarterly placement health summary including retention, success-signal trend, and open issues.
• Close any remediations that have met evidence requirements and update the watchlist for outstanding items.
• Confirm offer acceptance and start logistics
• Final offer acceptance and start date are validated and documented.
• Onboarding plan exists and earliest milestones are scheduled or completed.
• All critical early blockers are identified and assigned resolution timelines.
• Distribute the onboarding milestone checklist and current completion status for asynchronous review.
• Resolve outstanding background, credentialing, or payroll steps and confirm completion date.
• Document any confidentiality or conflict issues and confirm whether additional controls are required.
• Present 30-day metrics
• Determine whether the 30-day metrics are trending toward the targets recorded in Executive Outcome Discovery.
• Document root causes for any metric shortfalls and agree timebound corrective actions.
• Confirm the schedule and evidence required for the 90-day acceptance gate.
• Present 90-day outcome data
• Review success-signal trend
• Re-state success signals and targets
• Diagnose gaps to target
• Document pass or fail per criterion
• Onboarding plan and milestone check
• Outstanding issues and escalation review
• Review open post-placement issues
• Formal acceptance decision and signatory capture
• Early stakeholder feedback and engagement
• Agree corrective actions and owners
• Longer-term onboarding and development needs
• Confirm timeline to acceptance gate
• Agree next quarter actions and checkpoints
• Open issues, risks, and blockers
• Agree remediation plan for any failed or conditional items
• Agree immediate remediation actions