Selected
Case Studies.

The Challenge

A Canberra-based consulting firm engaged Turning Stones to appoint a new Partner and strengthen its senior capability through additional Principal hires. This was a complex brief: the firm's first use of an external search partner and first external Partner appointment, with a need to address capability gaps in business development. The search required deep Federal Government networks, careful navigation of off-limits organisations, and the ability to attract senior talent from larger firms into a growing SME environment. Cultural risk was significant — an unsuccessful Partner integration would have had serious consequences.

Our Approach

Turning Stones led a retained, market-mapped search underpinned by a strong advisory and partnership model. We conducted a targeted Canberra market mapping exercise identifying senior consulting talent with relevant government exposure, balancing technical capability, business development strength, and cultural alignment as core selection criteria. We navigated sensitive market dynamics, engaged senior passive candidates through direct headhunting, and partnered closely with leadership through a rigorous multi-stage assessment process including board-level presentation.

The Outcome

85 candidates identified across the Canberra market. 15 longlisted, 7 shortlisted for first round, 3 finalists progressed to board presentation. Partner successfully appointed. Following this engagement, Turning Stones was retained to support additional Principal-level hires, resulting in three further senior appointments. The appointed Partner delivered immediate uplift in business development capability, securing significant project wins within a key Federal Government agency.

The Challenge

A peak body organisation with a history of unsuccessful CEO appointments, leading to declining member, stakeholder and government confidence. There was a critical need to appoint a CEO capable of both delivering value to members and restoring organisational credibility. Financial pressure driven by reduced member revenue and funding constraints compounded the challenge, alongside a limited candidate pool within a niche sector and an initial salary offering below market expectations. The search required a highly confidential, locally focused approach due to the importance of ACT Government and sector relationships.

Our Approach

Turning Stones conducted a targeted, Canberra-based search focusing on candidates with strong sector credibility and established government relationships. We delivered real-time market insights including salary benchmarking and candidate feedback, enabling the board to reset expectations and align with market realities. We co-designed a competitive total remuneration approach incorporating non-financial incentives such as flexibility and additional leave to attract high-calibre candidates. A discreet, permission-based search process was managed throughout to protect candidate and organisational reputations. Turning Stones also provided hands-on advisory support to the board, including interview panel participation, structured assessment processes, and guidance to mitigate bias and support confident decision-making.

The Outcome

20 candidates identified. 4 candidates shortlisted. Role filled within approximately 8 weeks. The appointment of a highly credible CEO restored confidence and trust among members, strengthened the organisation's reputation across the sector and with government, and contributed to membership growth and improved stakeholder engagement.

The Challenge

A planned CEO transition following the retirement of a long-standing incumbent, requiring a seamless leadership handover. The organisation was facing financial pressure due to reduced government funding, rising costs, and the need to reassess service delivery models. With 400+ staff, multiple service lines, and a diverse stakeholder base across government and community, the organisation had a strong market reputation but increasing concern around long-term sustainability. The requirement was for a rare CEO profile combining not-for-profit leadership with strong commercial acumen and the ability to drive difficult strategic decisions.

Our Approach

Turning Stones delivered a national search across comparable large-scale not-for-profits, complemented by targeted outreach to commercial leaders with transferable skills. The role was positioned as a strategic opportunity for high-performing executives to transition into the not-for-profit sector and lead a complex, purpose-driven organisation. We partnered early with the board and outgoing CEO to define future leadership requirements, aligning on sustainability, commercial capability, and transformation. Candidates were assessed against clear commercial and leadership criteria including financial acumen, organisational reform capability, and experience managing multi-revenue service models. A structured, multi-stage selection process was designed — including candidate video introductions to refine the longlist and scenario-based case studies to test decision-making in high-risk environments. In-depth referencing was conducted with board chairs and senior stakeholders to validate performance and leadership at scale.

The Outcome

160+ aligned profiles mapped nationally. 10 candidates longlisted. 4 candidates shortlisted. Role filled within approximately 10 weeks. The appointment strengthened executive-level financial capability and commercial decision-making, enabled a successful merger with another community services organisation, and improved long-term sustainability and service continuity for the community.

The Challenge

Australian Maths Trust engaged Turning Stones Executive Search to undertake a national search for its next Chief Executive Officer. The brief required more than finding an experienced CEO. AMT was seeking a leader capable of respecting and building on a highly regarded organisation and its legacy, while leading its next phase of modernisation, growth and national impact. The successful candidate needed to combine commercial and strategic capability with credibility in education and STEM, while operating effectively in an organisation with a significant volunteer community, complex stakeholder relationships and a strong sense of history and purpose.

Our Approach

The search was led nationally over approximately 10 weeks, combining targeted executive search, market mapping, professional networks, direct approaches and candidates generated through the advertised process. We deliberately looked beyond candidates who had already held an equivalent CEO position, testing leaders across education and STEM, technology and EdTech, commercial and entrepreneurial environments, universities, research, science-related organisations, and purpose-led organisations. Assessment focused on the appointment risks that mattered most: commercial acumen alongside purpose, strategic leadership with hands-on execution, modernisation without losing heritage, external profile and internal leadership, and the ability to lead through influence, facilitation and engagement rather than hierarchical authority. Later stages included deeper Board interviews, strategic presentations, reference checking and candidate due diligence.

The Outcome

Following a national and international search and a competitive final process, a new CEO was appointed to Australian Maths Trust. The successful candidate brought an unusual combination of entrepreneurial, education technology, commercial, product and organisational leadership experience, together with direct experience of growing an education-focused organisation. The process moved from a broad market of 76 candidates identified and assessed to one appointment, enabling the Board to test a diverse field and identify a CEO with the commercial capability, educational alignment, entrepreneurial thinking and capacity to lead AMT into its next phase.

The Challenge

A peak sporting governing body based in the ACT engaged Turning Stones to lead the CEO search following the planned transition of a long-serving and highly respected incumbent. With annual revenue of approximately $5.6 million, the organisation operates a diversified model spanning participation programs, high-performance pathways, facility and venue operations, commercial tenancy, hospitality, sponsorship and government engagement. The appointment represented one of the most significant leadership transitions in the organisation's recent history — not simply a replacement process, but a deliberate effort to identify the leader best positioned to guide the organisation into its next strategic era.

Our Approach

Turning Stones conducted a full executive market search combining proactive direct sourcing, referral networks and targeted outreach across sport and recreation, membership organisations, government, infrastructure and facilities, community enterprises and peak bodies. The Board was open to candidates from a broad range of sectors, recognising that sport-specific experience was not essential but that a genuine appreciation for community sport was. All 23 candidates who progressed to structured interview were assessed against a ten-dimension competency framework covering strategic leadership, commercial growth, infrastructure stewardship, government influence, community and volunteer leadership, participation growth, governance, people and culture, sector alignment and overall brief alignment. Fourteen candidates were longlisted and scored in detail, with results structured into four discussion tiers to support the Board's deliberations — framing the decision around distinct leadership profiles and strategic direction, not just individual credentials.

The Outcome

48 candidates mapped and profiled across the available market. 23 progressed to structured behavioural and competency interview. 14 longlisted and scored against the full ten-dimension framework. 7 Tier 1 candidates identified across six distinct leadership profiles — each credible, each different, and each capable of leading the organisation through its next chapter. The structured assessment framework gave the Board confidence that the field had been thoroughly mapped, the evaluation was evidence-based, and the final appointment decision was grounded in a clear understanding of both individual capability and organisational fit.