A partner that aligns talent with organisations — and stays accountable through month twelve.
We started Vector because we saw the same problem, over and over: great candidates placed in the wrong organisations, or placed correctly but left without support the moment the invoice was paid.
We measure success at 12 months — because that's when real integration is complete. Everything before that is process. Everything after that is proof.
The Vector CSI Model is the result of that belief, translated into a structured process that applies to every division, every mandate, every client.
"Real partnership doesn't end at placement. It starts there."
Every engagement at Vector includes a structured post-placement follow-up — 30, 90 and 180-day check-ins to ensure the integration is on track and course-correct if it isn't.
A hire is only successful when the person is truly integrated into the organisation — contributing, aligned and growing. Placement is the beginning, not the end.
Skills are necessary but not sufficient. Culture, leadership style and long-term ambition must align — or the match will fail regardless of the CV.
We tell clients when a mandate is harder than expected. We tell candidates when a role isn't right for them. Honest assessment is the foundation of every long-term partnership.
We commit to outcomes, not activity. If an integration isn't working, we address it — proactively. That's what 12-month follow-up means in practice.
After 20+ years in executive search, we built Vector around a simple belief — that a hire is only complete when the person is truly part of the organisation.
After more than two decades in executive search, Michel has seen every variation of the transactional model —
multiple agencies on the same mandate, CVs sent without context, placements treated as endpoints.
Vector was built as an alternative: a model where understanding comes before search,
and integration defines success.
Linda is a senior Talent Acquisition specialist and entrepreneur with over two decades of international experience
at the intersection of business, talent and organisational performance.
Her career spans both agency and in-house environments, giving her a rare, fully rounded perspective on hiring.
She has led and supported talent initiatives across Europe, the Middle East and Africa, working closely with
leadership teams in complex, international organisations — including Cargill, Toyota Motor Europe, BESIX,
Aliaxis, Fluxys and Triodos Bank.
Alongside her corporate work, Linda has always maintained a strong entrepreneurial drive.
She approaches talent challenges not only from an HR standpoint, but as a business partner who understands
growth, pressure and decision-making at leadership level.
Trilingual (Dutch, French and English), she combines deep market knowledge with a human,
experience-based judgement that cannot be reduced to process alone.
At Vector, she brings this into practice: helping organisations make hiring decisions that create
real, lasting impact.
We've both spent more than two decades in this industry. We built Vector on a simple conviction: that real integration requires understanding an organisation from the inside — its culture, its dynamics, the expectations that are never written down.
That requires focus. And accountability.
That's why Vector works exclusively. One mandate. One client. Full ownership over the outcome.
Our approach
We work exclusively and with full accountability. Not because it's different — but because it's necessary.
Understanding an organisation takes time. Integration requires continuity. Neither can be achieved in a transactional model.
Vector is built to grow. We are looking for like-minded partners who share our conviction that talent integration requires deep client relationships, full accountability and a long-term perspective. If that sounds like you — let's talk →
We work with SMEs and scale-ups where hiring decisions matter — and where a bad hire at the wrong moment costs more than money.
Building leadership teams and professional structures to support the next phase of growth — without the risk of a bad hire setting it back.
Moving fast and needing people who integrate immediately — the right profile, in the right seat, from day one.
Navigating succession, transformation or strategic change — with senior profiles who bring stability, not disruption.