This reflects what we see from the recruiter’s side of the table, which is a useful vantage point when you are planning your own next move. Candidates often misunderstand what a retained search firm is and what it can do for them, which leads either to unrealistic expectations or to missed opportunities. A retained firm works for the client, not for you, but that does not make the relationship unimportant; understood correctly, it is one of the more valuable professional relationships a senior candidate can have.
Key Takeaways
- Retained firms are engaged and paid by the hiring company, not the candidate.
- They cannot market you, but they can consider you for relevant searches.
- Being known to firms in your segment gives access to unadvertised roles.
- Be responsive and helpful even when a role is not right for you.
- Never pay a firm to represent you as a candidate.
How Retained Search Actually Works
A retained search firm is engaged and paid by a hiring company to fill a specific role, and works exclusively on that assignment. This means the firm’s obligation runs to the client, and consultants cannot shop you around to companies that have not engaged them. Candidates who expect a retained firm to act as their agent are misunderstanding the arrangement and are often disappointed. What the firm can do is consider you for searches it holds now and in the future, which in a specialized industry like MedTech can be substantial over time.
Why the Relationship Still Matters
Most senior device roles are not advertised; they are filled through search firms working from mapped pools built over years. Being known to the consultants who cover your segment therefore gives you access to opportunities you would otherwise never see. This is not a favour the firm does for you, it is a byproduct of them maintaining a thorough map of the talent in their specialty, but the practical effect for a candidate is real. Candidates who are unknown to the relevant firms are simply absent from a large part of the market.
How to Be Useful to a Search Firm
The candidates consultants know best are usually the ones who have been helpful. When a consultant calls about a role that is not right for you, suggesting good candidates costs you little and is genuinely valuable to them. Responding promptly, being straightforward about your situation and interests, and giving honest assessments of people and companies builds a relationship that pays off over years. Consultants remember who was generous and who was not, and the difference shows up in who they call first when the right role appears.
What to Watch For
Legitimate retained firms are paid by employers, so a firm asking you to pay for representation, resume services, or introductions is operating a different model and should be treated with caution. Equally, be realistic about what any firm can do: they cannot create a role for you, and they will not present you for a search where you do not fit the brief, however good the relationship. Understanding this keeps expectations sound and the relationship useful, rather than souring it with requests the consultant cannot fulfil.
What This Looks Like in Practice
A senior candidate builds relationships with the retained firms covering their segment well before needing them, responds promptly and candidly, offers referrals when a role is not right for them, and maintains realistic expectations about what a firm engaged by employers can do on their behalf.
The Mistake Candidates Keep Making
The most common mistake is contacting search firms only when actively looking and expecting them to market you to their client base. This misreads the model, produces little, and can leave an impression of someone who appears only when they need something. The candidate mistakes a client-funded search firm for a personal agent, and misses the long-horizon relationship that would actually have generated opportunities.
What a Retained Firm Can and Cannot Do
| Can | Cannot |
|---|---|
| Consider you for searches they hold | Market you to companies broadly |
| Keep you in their segment map | Create a role for you |
| Advocate for you within a live brief | Present you where you do not fit |
| Give market context and feedback | Act as your paid agent |
The Bottom Line
A retained search firm works for the hiring company, not for you, but being known to the firms covering your segment gives access to the unadvertised roles that make up most of the senior market, so build those relationships early, be genuinely useful, and keep expectations realistic. Be deliberate about this, and you will be choosing between offers rather than hoping for one.
Related Reading
For more, see What Recruiters Look for in MedTech Candidates, Networking Strategies for MedTech Professionals, How to Land a C-Suite Role in the Medical Device Industry.
Frequently Asked Questions
- Q: Does a retained search firm work for me?
- A: No; retained firms are engaged and paid by hiring companies to fill specific roles, so their obligation runs to the client, though they can consider you for searches they hold.
- Q: Why should I build relationships with search firms?
- A: Because most senior device roles are never advertised and are filled from mapped talent pools, so candidates unknown to the relevant firms are absent from much of the market.
- Q: How can I be useful to a consultant?
- A: Respond promptly, be straightforward about your situation, and offer good referrals when a role is not right for you, since consultants remember who was generous.
- Q: Should I ever pay a search firm?
- A: No; legitimate retained firms are paid by employers, so a firm charging candidates for representation or introductions is operating a different model and warrants caution.
- Q: What should I not expect?
- A: That a firm will market you broadly, create a role for you, or present you for a search where you do not fit the brief, however good the relationship.
![](https://www.jrgpartners.com/wp-content/uploads/2025/12/tanya-gallardo.jpeg")
Tanya Gallardo
Managing Director, Executive Search & AI Talent Strategy
Tanya Gallardo is the Managing Director of Executive Search & AI Talent Strategy at JRG Partners, leading C-suite and Board engagements across key growth sectors including Technology, Financial Services, and Manufacturing.
With over 18 years of experience specializing in disruptive technology leadership, Tanya is recognized as a leading authority on talent architecture for future-focused executive roles, such as the Chief AI Officer (CAIO) and Chief Digital Officer (CDO). Her expertise lies in accurately assessing the cultural fit and technical depth required to ensure a high return on investment (ROI) for critical leadership appointments.
Prior to her role at JRG Partners, Tanya held senior roles directing global talent acquisition strategies at a major publicly-traded technology firm, advising on organizational design and succession planning for emerging executive functions. She is a recognized speaker and contributor to industry events, sharing data-driven insights on executive compensation, leadership development, and the measurable business impact of C-suite talent.
