Starting from key roles
Consultative search for CXO and senior management roles, helping companies bring in leaders whose experience matches the business task.
Consultative Executive Search / Hands-on AI Recruitment Engineering
We understand people
And where your business is headed
↓
We step into the business,
understand the organisation,
and match the right leaders with the right businesses.
Clients
Who we work with
We help companies in consumer goods, technology, manufacturing and energy find leaders who fit their business.
DJI
Li Auto
NIO
Ulike
Flyco
Opple Lighting
MINIJ
Dessmann
ANYCUBIC
Panshi Technology
Semir
Yeswood
Sand Talk
Adopt A Cow
NetEase
Ximalaya
Bilibili
Chipone
CloudWalk
Qianxun SI
China TransInfo
Quicktron
BrainCo
SENAD
Tianma Microelectronics
tueeli
CATL
SVOLT
Unisun New Energy
Hoshine Silicon
Pengxin Energy
CANMAX
Highstar
MS ENERGY
VMAX
Sunwoda Energy
Aurora Cloud Energy
Zhongchu Energy
Ningji
Yonghui Superstores
Bestore
Bailian Group
Sun Art Retail
Meinian Onehealth
eRoad
Jushuitan
Heijiao Software
Shouyun
Meihua
SUNMI
Our journey
From search delivery
to a leadership-matching system
We keep building business understanding and talent judgement, so that methods and technology support delivery together.
2016
2022
2024
Now
Hover or select a node to read about that stage
Our team
People who understand the business
and people who make it work
Industry depth, functional expertise and AI engineering work together on selecting and integrating key leaders.
70+
Cross-disciplinary team
Bringing together business operations, organisational management, professional search and product engineering.
ConsumerAI AgentEmbodied AIOverseas expansion
Industry consultants
Deep coverage of personal care and beauty, food and beverage, apparel, consumer electronics, AI and frontier technology, with an understanding of each sector's stage and talent movement.
Functional consultants
For HR, finance and key business roles, we combine functional judgement with executive search experience to define what the role is worth and what good looks like.
AI product and engineering
We put recruitment methods into the product, map the client's process with consultants, and drive AI customisation, system integration and onsite validation.
Operations and support
Supporting documentation, project collaboration and delivery so that research, communication and execution stay continuous.
Consultative Search01 / 03
Define what success looks like first
Starting from the current business task, stage and organisational conditions, we clarify what this role actually needs to solve.
What we settle in this stage
Key business tasks and priorities
Essential capabilities and what can be developed
Job Portrait and search direction
Consultative Search02 / 03
Seeing the record, and seeing the fit
Using industry research, targeted search, behavioural interviews and experience verification, we understand what the candidate actually carried, and whether they can deliver in a new organisational setting.
What this stage produces
Target talent pool and the case for recommendation
Capability evidence and open questions
Fit conditions and communication advice
Consultative Search03 / 03
Extending the match beyond day one
As agreed in the engagement, we help both sides align expectations, keep feedback flowing, and watch the collaboration between the new leader and the team.
What we watch in this stage
Aligned expectations and key tasks
Onboarding communication and feedback
Where support matters during integration
AI-assisted matching
The candidate relationship graph
adds a layer of understanding to talent judgement
Connecting scattered CVs, organisational context and experience evidence, so you can see the links and what still needs verifying.
People, companies, roles and projects are linked by named relations; select a node to read the explanation.
Seeing people inside their organisation
Read the record inside its organisational setting
Giving judgement its basis
Separating stated claims from verified facts
Turning leads into action
Locating gaps, supporting follow-up questions
The graph provides context and verification leads. It does not by itself prove capability or results; key judgements are confirmed by the consultant and the client.
FDE Onsite01 / 03
Find the part worth solving first
Together with the business and recruitment teams we map workflows, data conditions and existing systems, and define what the pilot must solve.
What we establish first
Business goals and priority scenarios
Available data and system conditions
Pilot scope and how it is validated
FDE Onsite02 / 03
Design around how the work actually happens
We design AI-assisted workflows and the necessary system integration around the client's role rules, collaboration model and systems.
What the customisation is built around
Company-specific role and evaluation rules
Recruitment materials and collaboration flow
Interface, permissions and integration needs
FDE Onsite03 / 03
Validate and adjust in use
We validate with the people on site, collect issues, calibrate outputs, and only then decide on expansion.
How delivery proceeds
Validate the pilot against agreed metrics
Collect consultant and business feedback
Produce an adjustment and expansion plan
Method01 / 02
The JTIF methodology
One standard process in four steps, from defining the role to integrating the hire
Job Portrait
Understand the business task and organisational conditions
Define what the role is worth and what success means
Talent Portrait
Set capability requirements for the target talent
Build a shared basis for search and judgement
Structured Interview
Behavioural interviews and experience verification
to understand real capability and fit
Fusion
Align the role and goals, plan the integration
and use feedback to help value show up
Fusion covers pre-start role alignment, a 30/60/90-day integration plan, two-way feedback and stage reviews. Scope is agreed per engagement.
Method02 / 02
Selecting and integrating CXOs
For private enterprises in China, advancing executive appointments around company stage, key tasks and organisational readiness
Understand the organisation and the need
Light-touch organisational diagnosis and need clarification
to define role value and the Talent Portrait
Market research and targeted search
Build a living talent map
and shape the shortlist through mapping and screening
Assessment and appointment support
Interview assessment and experience verification
with appointment risk and hiring recommendations
Align performance and integration
Align the performance framework
and run 90/180-day integration tracking as agreed
JTIF is one of the underlying methods in the CXO offering, serving executive selection, integration and business value.
Before scaling, define what kind of CIO the business needs
Business challenge
The chain needed to connect loyalty, operations and supply-chain data; the initial search focused on peers or international brands.
Our judgement and work
We shifted the emphasis to franchise operating models, resource constraints and organisational drive, looking for someone who had digitised at comparable complexity.
Progress
Our records show a candidate with that background joined. The engagement illustrates working backwards from the organisational task; specific financials remain undisclosed pending a common definition.
After the executive arrives, build trust and mechanisms together
Business challenge
A fast-growing company wanted a CHO to build management mechanisms; integration required continuous alignment with the founder and the business team.
Our judgement and work
We considered business background, communication style and organisational readiness, and kept supporting feedback between the executive and the company.
Progress
Our records show recruitment, talent, meeting and performance mechanisms taking shape. Integration after joining is part of the service; the appointment is not the end of the judgement.
From a regional-experience requirement back to the own-brand task
Business challenge
A home appliance maker moving from OEM to overseas own-brand needed product, certification, supply chain and sales teams advanced together.
Our judgement and work
We replaced a single-region requirement with cross-functional drive, looking for people who could build a business under resource constraints.
Progress
Our records show the hire driving certification, production ramp-up and an export system. The case shows that business task and organisational conditions should anchor the Job Portrait.
Defining the brand and marketing leader from a change in strategy
Business challenge
The company needed to shift brand perception while delivering market strategy and rebuilding the team.
Our judgement and work
We worked backwards from the strategic task, judging fit through technology, consumer and global experience, and kept communication going as the project changed.
Progress
Our records show the candidate joining successfully and the key position being filled.
Giving the appointment decision a firmer basis at a critical pre-IPO stage
Business challenge
Close to IPO, the company lost its CFO and needed to fill a critical finance and capital-markets role.
Our judgement and work
We designed a STAR-based structured interview and worked alongside the client to verify past experience, key capabilities and stage fit.
Progress
Our records show the hire supporting the company through its IPO.
See the organisational problem before defining the CHO
Business challenge
Organisational and talent capability was lagging the business, and management had no clear picture of the CHO role.
Our judgement and work
Through a light-touch organisational diagnostic and onsite co-creation, we redefined the role and clarified the upgrade tasks and talent standard.
Progress
Our records show candidate recommendation, interviews and onboarding, demonstrating how clarifying the role supports delivery.
Cases are anonymised from our brand file. Client identities and figures not yet verified against a common definition are not shown.
Sample deliverables
Judgement
you can see, and act on
From the organisation-wide talent picture to individual development advice: turning complexity into something a team can discuss and act on.
See the talent structure
and where development and succession should go
Using performance, competency, potential and values-based evidence, calibrated together into a view of the talent structure and the critical gaps.
Identify successors for key roles and turn the review into development, succession, role-fit and external hiring recommendations.
A structure rebuilt from our standard product materials. Identifiers and distribution are illustrative and not an original client report.
Offices
A conversation where
you do business
Shanghai · Shenzhen · Xiamen · Quanzhou
Start with a key role, or a leadership problem.
SHANGHAI
Shanghai
Shanghai YUNLUE Enterprise Management Consulting Co., Ltd.
16F Oriental Investment Building, 699 West Nanjing Road, Jing'an District, Shanghai
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