In a world that’s becoming more interconnected, Thai companies are being encouraged to think globally—particularly when it comes to investing in the United States and Europe. Trade relationships are evolving, and with anticipated tariff concessions from the US government, there are increasing signs that outbound investment will become a strategic priority for Thai business leaders in the years ahead.

But with opportunity comes complexity—especially when it comes to hiring senior leadership in overseas markets.

One of the most common, and often costly, missteps we see from companies expanding internationally is assuming that recruitment norms are the same everywhere. In reality, executive search models in markets like the US and Europe are structured very differently to what many Thai firms are used to—and failing to adapt can slow down growth, weaken leadership, or worse, damage brand reputation in unfamiliar markets.

So if you’re planning to take your business global, it’s time to take a closer look at how executive search really works on the international stage.

Retained Search Is the Norm – Not the Exception

In Thailand and other Southeast Asian markets, it’s still relatively common to brief multiple search firms simultaneously—often with the idea that more agencies equals more candidates. This contingency model means firms only get paid if they make a successful placement, and while it can work for more junior roles or local volume hiring, it creates misalignment for strategic or confidential hires.

However, in countries like the United States, UK, Germany, and the Nordics, the situation is very different. Here, retained search is not only the preferred model for executive hiring—it’s often the only game in town. When companies want to find top-tier leadership, they retain one search partner exclusively and pay staged fees throughout the process: typically at commencement, shortlisting, and placement.

While this might feel unfamiliar or even high-risk to some Thai companies, in practice, retained search offers better results—and is seen as a sign that both client and search partner are serious about the outcome.

Why Exclusivity Matters

In international executive search, exclusivity isn’t just a formality—it’s a strategic necessity.

Exclusivity enables the search partner to work deeply and confidentially in the market. It gives them the confidence to approach senior-level candidates without risking brand confusion or overlap, and it ensures they can dedicate experienced consultants, researchers, and tools to the assignment without compromise.

When a search partner knows they’re one of many racing for a placement, corners inevitably get cut. But with exclusivity, quality goes up, timelines improve, and the candidate experience is significantly better.

In fact, many top candidates in Western markets simply won’t engage with a process if it seems disorganised, unclear, or inconsistent—particularly when approached by multiple firms for the same role.

Confidentiality & Candidate Care

One of the key benefits of retained search is that it allows for discretion—critical for leadership changes, succession planning, or new market entry. It also allows firms to manage the candidate journey with sensitivity and consistency, maintaining your employer brand and positioning your opportunity in the right way.

In contingency models, where multiple agencies might be pushing the same job out to their networks or job boards, confidentiality can be hard to control—and your brand risks being diluted, misrepresented, or misunderstood. 

Project-Based Solutions for Growth-Stage Expansion

Another increasingly common approach in the US and Europe is project-based retained search—especially when companies are entering a new geography or building an entirely new team. This model allows companies to secure several key hires under one unified process, with dedicated delivery resources and predictable pricing.

At JacksonGrant, our RaaS™ (Recruitment as a Service) model offers exactly this structure. It’s designed for companies expanding into Thailand or Southeast Asia and needing to build up leadership and operational teams quickly, while maintaining quality. Our IIC Partners colleagues in the US and Europe offer similar models—meaning Thai companies investing overseas can access seamless project-based support, tailored to their commercial and cultural needs.

Partnering for the Long Term, Not Just the Placement

The final mindset shift is this: in the West, retained search is seen as a strategic partnership, not a transactional service.

It’s about aligning your hiring roadmap with business goals, building trust over time, and investing in a relationship that can scale with your ambitions. That’s why retained search firms are often involved in succession planning, team benchmarking, and leadership advisory work—well beyond the job spec.

At JacksonGrant, we help our Thai clients understand and navigate these expectations so they can go to market credibly, attract the best leadership talent, and avoid costly missteps.

A Smarter Way to Hire Globally

As Thai companies continue to look outward, understanding the rules of engagement in international hiring will be just as important as understanding tariffs or legal structures.

By partnering with a global network like IIC Partners, Thai businesses can access local knowledge, culturally attuned advisors, and commercial models that reflect how hiring really works in each region.

And by embracing retained and project-based models where appropriate, they can unlock higher quality, better-aligned leadership, and a smoother path to growth.