This post was originally published by Karla Dorsch, Founder and Managing Partner Evrima / AltoPartners Abu Dhabi, on LinkedIn. To view the original post, click here.

This week, a story unfolded that I believe holds valuable lessons for companies, candidates, and those of us in the Executive Search profession.

We recently represented a high-calibre candidate: a seasoned, in-demand executive with an outstanding track record in his particular function. A high-profile company, reputationally sound and with a international presence, chose him to explore the opportunity we were mandated on. The process was extensive as we anticipated with included numerous calls with various stakeholders, culminating on flying him out for final face to face interview. Upon final psychometric tests and reference checks an offer was made. The client was aware of the individuals current comp as well as their expectation so no mystery on numbers.

Then came the offer…

It was below his current compensation, not marginally, but significantly. No clear reason, no compelling long-term incentives, no creative structuring to bridge the gap. Just a flat number that, in essence, said: ‘We love you, but not enough to meet you where you are or where you should be’. The candidate, professional yet deeply disappointed and a bit angry, declined. As an executive search firm, we have to ask: What does this mean for everyone involved

For the company: This was a reputational misstep as great candidates talk and word travels, especially at the executive level about how companies treat senior talent. Investing thousands in travel, dozens of hours in interviews, and signalling alignment, only to lowball at the final hour, sends a mixed message. It suggests either internal misalignment and a lack of respect for the candidate’s value, or a short-term view of leadership investment. None of these are attractive signals to the market, or to other top-tier candidates watching closely.

For us as the search partner: Our brand is staked on bringing the right talent to the right table and we are also facilitators of trust. When a company behaves inconsistently at the final stage, it reflects not only on them, but potentially on our judgment and our ability to set expectations for both parties.

What can we learn?

1. Compensation is not just about money, it’s about message. A low offer undermines every signal sent during the process.

2. Consistency matters. If you vet someone like a top performer, compensate them like one.

3. Executive search is not matchmaking, it’s brand stewardship. Candidates are evaluating culture as much as opportunity. The way companies behaves speaks volumes.

This is a valuable reminder: In executive search, how you offer is how you’re perceived. And the best candidates always have options!