Written by Lars Miller · Last updated: October 22, 2026
Protis Global runs retained board searches for consumer product companies. That covers independent directors, advisory board members, and the senior operators a board hires around a transition. Fees are paid in milestone installments tied to an approved candidate slate and a completed placement, and every search includes a standing weekly review meeting with your team.
A board search fills governance and advisory seats: independent directors, committee members, advisory board members, and board-adjacent hires such as a CEO or COO brought in as part of a succession plan. For consumer brands, the seat usually demands retail, distributor, or category credibility on top of governance judgment.
The work often sits beside an operating search. A founder planning an exit may need an independent director and a successor CEO in the same twelve months. We run both as retained searches, and we have done so across beer, wine and spirits, non-alc beverage, food and snacks, health and beauty, pet, packaging, cannabis, food tech, and robotics.
Start a board search when ownership or leadership is about to change shape: a founder preparing a transition, a first institutional investor asking for independent oversight, a jump into a new channel or category, or a succession plan that needs an outside voice before it needs a new executive.
Timing is usually the hard part. One brand we are working with this fall pushed its board conversations to later in the quarter because internal transition planning had to settle first. That sequencing is normal. A board seat filled before the company agrees on what the board is for creates friction instead of oversight. Our article on executive search for succession planning in consumer brands walks through how the two decisions fit together.
The search starts with an intake meeting that defines the seat: what the board needs to see in the room, who the candidate must work alongside, which skills are already covered, and who interviews in what order. From there we calibrate against real profiles, present a slate, and run the process through standing weekly candidate review meetings with your team.
Those weekly meetings are where searches actually move. Interview feedback lands while it is fresh, candidates on hold get a decision instead of silence, and reference questions get answered through operators who have worked beside the candidate rather than through another interview round. When a candidate's hands-on depth came into question on a recent search, backchannel references through industry connections settled it within the week.
The fee structure follows results. The second installment is triggered only when we present a slate of talent, typically two to three people, and you approve them to interview. The final installment is paid upon placement. You have a say in when the second and third installments are paid. At other firms the calendar dictates milestone payments, not results.
A board hire is judged against the room they join, against the company's next three years, and against the people who will report into the change the board drives. Three patterns show up across our senior searches.
Fit against the team in place. On a recent chief operating officer search, the client already had an elite operator inside the business. The search did not need a second one. It needed strategic range the existing team lacked. The resume that looks weakest in isolation can be the strongest in context.
Accountability for the rough years. Candidates who own a difficult P&L stretch and then point to their track record read stronger in board interviews than candidates who blame the market. Leaders attached to struggling brands often look less capable than they are; the ones who can name what they would do differently earn the room's trust.
Fit with the people below them. A director or board-level operator who cannot win the team already in the building stalls, whatever the credentials say. We screen for it early, because it is the reason otherwise qualified candidates exit our processes.
| Board search | Executive search | |
|---|---|---|
| Mandate | Governance, oversight, succession, investor confidence | Operating leadership of a function or the whole company |
| Typical seats | Independent director, advisory board member, committee member | C-suite, VP, director, manager, field and account roles |
| Candidate pool | Sitting and former executives, investors, category experts | Operators at the level above or beside the open seat |
| Confidentiality | High; often tied to unannounced transitions or deals | Varies with the search |
| Fee shape at Protis | Same milestone structure: slate approved to interview, then placement | |
We have spent 30+ years exclusively in consumer brands, with 3,000+ placements, 9,395+ first-round interviews, 48% diverse placements, and $754M in client economic impact. Hunt Scanlon has named Protis Global to America's Top 250 Recruiting Firms for the third consecutive year. The work runs under one idea: Building Companies. Changing Lives.®
Board seats are the top of a range we cover end to end. Protis Global runs retained search at every level: analysts, field sales team members, national account executives for Kroger, Albertsons, and Walmart, retail execution managers, sourcing managers, directors, VPs, C-suite, and board. The depth matters at board level because the same market map that fills a national account seat tells us which leaders retailers and distributors actually trust. See our approach and our case studies on Poppi and Mark Anthony Brewing.
The cost of getting a senior seat wrong is well documented. Brad Smart's Topgrading research, citing Chief Executive Magazine, estimates that a mis-hired CEO earning $1M costs roughly $27M, about 27 times salary. A board that seats the wrong director pays the same way: slower decisions, weaker oversight, and a successor search that starts over. Our piece on retained search ROI for consumer brand hires runs the math.
No. We run retained search at every level of a consumer brand: analysts, field sales team members, national account executives, retail execution managers, sourcing managers, directors, VPs, C-suite, and board. The board work draws on the same market relationships as the operating searches. See how retained search improves CPG executive hiring.
Fees are paid in milestone-based installments. The second installment is triggered only when we present a slate of talent, typically two to three people, and you approve them to interview. The final installment is paid upon placement, and you have a say in when the second and third installments are paid.
No. We tie payment to results instead. Because installments follow an approved slate and a completed placement rather than a calendar, you are never paying for elapsed time. Weekly candidate review meetings keep you close enough to the search to judge progress for yourself.
You approve a slate of typically two to three people to interview, built from a much deeper screen. A recent pet-health search screened more than 800 professionals to produce three offers. The slate is small because the screening is not. Our guide to executive search metrics shows the funnel behind it.
Non-alc beverage, beer, wine and spirits, food and snacks, cannabis, food tech, health and beauty, packaging, pet, and robotics. Case studies include Poppi, Mark Anthony Group, Hostess Brands, Pabst, Barebells, Mars Petcare, and Trulieve.