Defense System Recruiting in C5ISR, Weapons Systems, Cyber Security Defense system retained search assignments we have successfully completed range from President and CEO, Executive Vice President, VP, Senior Director, Director and General Manager; Chief and Principal levels in systems engineers, hardware design, software development, sales, and business development to manufacturing, and R&D. In defense system recruiting, our clients are based in the USA, Canada, and NATO within: Aerospace Systems - manned and unmanned vehicles and aircraft, space systems Defense – C4ISR, C5ISR, Battle Management, InfoSec, Cyber Security, MANET Airborne Power Supplies, Avionics and Aircraft Lighting, Test and Simulators Tactical Systems – targeting, navigation, weapons systems, FCS, missile defense Defense System Performance Based Retained Search Our proprietary Performance Based Search process results in recruiting candidates in defense system, aerospace, and airborne who meet or exceed client expectations. Before the hire starts, we develop a custom executive onboarding process that enhances the candidate meeting the Performance Objectives snd assimilation into the culture.

2. “75% of newly hired executives are having trouble
with interpersonal skills (the ability to build
relationships, collaborate, and influence others).
~(American Society for Training & Development
2011)
A troubling finding of the study is that many of these
executives had both strong technical skills and years
of previous management experience and yet they fell
short in the interpersonal area.”

3.  Coachability (26%): The ability to accept and
implement feedback from bosses, colleagues,
customers and others.
“The Top Areas of Failure and Percentage of
Respondents:
~Study from Leadership IQ 2009
 Emotional Intelligence (23%): The ability to
understand and manage one’s own emotions, and
accurately assess others’ emotions.
 Motivation (17%): A sufficient drive to achieve one’s
full potential and excel in the job.
 Temperament (15%): Attitude and personality
suited to the particular job and work
environment.
 Technical Competence (11%): Functional or
technical skills required to do the job.”

4. Why risk your stakeholders’ investments on
inexperienced internal recruiters, poor screening by
contingency based search firms, job postings, and
generalist retained search firms? Why hire a B or C
Player?
 cost effective
 speed in delivery
 results in recruiting candidates who meet or
exceed client expectations
 these new hires positively impact your bottom
NextGen Global Executive
Search uses a client-
focused proprietary
Performance Based
Search methodology that
brings forth “A Players”
each time.

5. C5ISR - InfoSec - BMS – Cyber Security - SIGINT

6. Aerospace and Defense Systems
Focus
TAIS, THAAD
Weapons Systems, Missile
Defense
Targeting & Navigation
Airborne Power Generation
Mobile Ad-Hoc Defense
C4 and C5 ISR
INFOSEC, Cyber Security
Battle Management
Systems
SIGINT, TechINT, IMINT

7. Decision Makers & Senior
Executives
CEO, CTO, COO, CIO
SVP, VP Sales & Biz Dev
CMO, VP Marketing & MarCom
SVP, VP Engineering
SVP, VP Product
Management
CFO, SVP, VP Finance
COO, SVP, VP Operations
Chief & Principal Engineers

8. Our Search Method Defined
We confer with the Client early and often to gain a
clear understanding of BOTH your
needs/requirements AND the corporate goal in
filling this position.
 Your market position
 Corporate vision
 Unique attributes of the
executive team
 Strengths & weaknesses of the
organization
 Key differentiators between
you and your competitors

9. Rather than using “typical job descriptions”, we focus on:
 What does the candidate taking the job need to do to be
successful, not what the person needs to have.
 What a candidate DOES with his or her skills, experiences,
and abilities rather than the HAVING of these.
 Define the salary, benefits, career development
opportunities, rewards, culture, and management style.
Define Performance Objectives and
EVP

10. 2 Education/Experien
ce
Personal/Professional
Background
44Personal/Professional
Background
4
1
3 Adaptability
5 Corporate Culture &
Company Lifecycle
6 Accomplishments
Skills/Intelligen
ce
Define the Tangible Skills and Experiences
Required in Your Ideal Candidate

11. thought processing, reasoning ,
and persistence traits
motivational factors and
problem solving style
conflict resolution skills
planning and organizational
skills
execution and project
management techniques
leadership qualities and
relationship building skills
Identify Key
Intangible Traits
of the Ideal
Candidate

12. Why does the position exist,
or if replacement, why?
What aptitudes and
leadership qualities are
mission critical?
What accomplishments and
external/internal
motivations are non-
negotiable?
Conversely, which are not
needed?
Determine the critical goals and major business
successes the candidate will be accountable for
producing.
Benchmark
KPI
Key
Performance
Indicators

13. Perform research in the
vertical market to define
the compensation range,
assess retention rates of
your direct competitors,
and review existing and
future market trends.
We then develop a search
strategy that will identify
and recruit the
exceptional talent you
require.
Our delivery from start to
finish is fast, responsive,
and will meet or exceed
Develop the Search Strategy

14. Sourcing, Interviewing and
Screening

15. Series of in-depth Interviews - Drill down to Top 10%
• define usage and accomplishments in the required
Tangible skills of the candidates
• determine the demonstrated Intangible Traits of the
candidates
• document that candidates have the similar corporate
culture, product/service lifecycle and
personal/professional background ideal for internal
communications and external effectiveness.
• detail contacts and relationships within the industry
vertical with investment community, customer
decision makers, and peers.
• assess which candidates have the potential to meet
or exceed the Performance Objectives

16. We confer with
the Client on the
steps we have
taken in the
process, the
number of
candidates being
considered, and
timeline update.
This assures the client that
the NextGen GES team is on
the right track and on
schedule.

17. Example Behavioral Analysis Measuring the
Quality of Hire
Customized tests
validate the
candidates decision
making traits,
aptitudes,
motivations, values,
and whether he/her
is a Natural Fit for
the role.

18. “Behind-the-scenes” industry references.
We confidentially cold call former customers,
colleagues, and vendors that the candidates have
worked with; these reveal the best unscripted
references possible.
With Earnings per Share, Reputation, and Ethics
being so very important today, we also conduct
civil, criminal, and social media background
checks, as well as credit checks for CFO and VP

19. Present the Short List of Candidate
Dossiers Most retained search firms view Short List as
Finalist Candidates.
 At NextGen Global, we view the Short List as
Preferred Candidates who meet the parameters of
the search assignment.
 These are NOT Finalist Candidate YET as the Client
opinions and preferences need to be heard.
Candidate Dossiers are delivered
over a secure web site. These
include complete info on
background, skills, experiences,
accomplishments, assessments,
audio summary of documented
behavioral analysis, contacts and
relationships, industry reference
checks, and scorecards against the
Performance Objectives.

20. After the Client has Reviewed the
Short List, the next step in our
Performance Based Search method is
to determine the Finalist Candidate(s).
We work with the Client to develop
two scenarios to be used in the Final
Interviews, which we perform face-to-
face with the candidate(s).These real-time hypothetical
reasoning and situational
scenario behavioral
interviewing techniques are
designed to reveal a candidate’s
leadership, persistence, and
adaptability to fit the specific
role and move your strategy
forward.No other retained search firm includes this
STEP

21. We videotape the Short
List Candidate(s) Final
Interviews and a Final
Assessment is performed
by a Senior Partner to
determine the Finalists -
those who can meet or
exceed the Performance
Objectives.
Client has access to the
video and assessment over
a secure web client.

22. Our Practice Leads have
decades of experience in
negotiating offers with
different compensation
levels including
• Performance MBOs
• Profit based MBOs
• Target Commissions
• Corp. Bonuses
• Stock Options
• Equity & Share Options
• Relocation Package
• Benefits Package
Scheduling Face-to-Face Interviews
and Closing the Candidate

23. •Have confidence in the transition process for a new leader or
exec.
•Ensure a new leader will be effective in a short time.
•Improve the average retention time of your leaders and
executives.
•Gain a competitive recruiting edge for top leadership talent.
•Maximize the chances that the new leader will be engaged
quickly with the company’s culture, the department’s people,
and the executive team.
The unique best practices delivered by NextGen will help you
accomplish all of the above by utilizing a customized, one-on-
High Impact Onboarding
An Investment in Your New Leaders and Executives
Our placements
meet
performance
objectives
sooner and are
retained longer.

24. High Impact
Onboarding
An Investment in Your New Leaders and Executives
How Does It Work?
. Goal of Each Phase of Renewal™ Leadership
Onboarding
Phase Objective Timing
Affirmation Ensure the new leader or executive
constantly believes he/she made the
right decision.
Begins no later than the Offer
Letter and continues through Day
90.
Welcome Communicate a highly-personalized
message of acceptance and attention.
Begins with the Acceptance Letter
and continues through Day 30.
Foundation Transfer company, department, and
role-specific knowledge, skills, and
attitudes for accelerated
competency.
Day of Acceptance Letter through
Day 60.
Assimilation Immerse new leaders in the company
culture and help them be proud of it.
Most important phase: Acceptance
through Day 120 (3 months).
Contribution Within a predetermined number of
days or weeks, begin to see real
productivity from the new hire and
provide a positive experience that
he/she is a contributor.
Day 15 through Day 120 and beyond.
Growth Begin to see an independence and
demonstrated insight in the
knowledge, skills and attitudes of
the new leader.
Day 60 through Day 120 and beyond.
Sharing Gain an early ROI by utilizing the Begins when the individual leader’s

26. Offices in Chicago, Annapolis, Palo Alto, Boston, Dallas, Nashville, London, UK
Craig Hufford, Managing Partner and Practice Lead
Defense Systems and Aerospace
Airborne Power Generation – Cyber Security
Toll Free: (888) 501-5580 x 101
Direct: (630)378-0005
Fax: (888) 505-3656
Mobile: (630) 240-0041
Email: defense@nextgenges.com