A Leading Executive Search Firm In Canada

StoneWood Group Inc. is one of the leading Executive Search Firms in Canada. We specialize in executive search and recruiting in a variety of sectors, including the technology sector. Established in 1981, we excel in finding talented executive level candidates for our client organizations.

Defining the Best in Executive Search

Executive talent drives organizational success, so every hiring decision you make is critical to collective performance.

The search for talent - finding the ideal candidate and ensuring a perfect fit - is both an art and a science. It integrates the latest search methods, assessment technologies, online tracking tools and international databases. And combines the experience, wisdom and industry knowledge of specialized consultants.

This is how StoneWood Group defines excellence in executive search, and we are proud to have built exceptional client relationships on the strength of our services. Our consultants look forward to finding the very best leaders for your organization.

Our experience and expertise makes us one of the leading executive search firms in Canada.

Worldwide Access

We are a member of Access Search Partners, a global leader in executive search with offices in Asia Pacific, Europe, North America and South America.

Will the Real HR Please Stand Up January 29, 2015 at 9:20 AM
There are plenty of articles written about strategic HR. This one is about just HR. If you really understand human resources, you'll know that adding "strategic" before it is superfluous. Because HR, by its very nature, is strategic – if you're doing it right. And strategic HR isn't just reserved for executives of HR. Whatever your function within the department,
A word (or two) to the first-time CEO December 24, 2014 at 10:57 AM
First time CEO? Take heed. How you behave, the image you project, the values by which you govern yourself, they're all part of the recipe for success - or failure. My father is a wise man. He once shared an expression with me that has remained at the forefront of my thoughts with every company I join: A fish always rots from the head. In other words, whatever a company's successes, failures, or dysfunctions, they stem from the top.
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The Transition Master July 16, 2009
An Interview with Robert Glegg, CEO of 2Source Manufacturing. Robert Glegg founded Glegg Water Conditioning, Inc. in 1978. Over the next two decades he built the Guelph, Ontario-based water treatment firm to a $150mm per year powerhouse before selling it to General Electric in 1999.
Never Ever Quit! June 28, 2009
An Interview with Castek Founders Fay and Yung Wu - Castek Software was founded in 1990 by siblings Yung and Fay Wu, along with a third partner who exited the business in 1999. Initially funded with $60,000 in credit card debt, the partners nurtured the firm into a successful and profitable international enterprise software company, with revenues approaching $40mm, and double that in committed order backlog. The founders risked it all and raised $70mm over three major financing rounds in an effort to become the leading insurance software vendor in the market.
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Simply stated, self-awareness matters. The more one understands their personality, decision-making style, strengths and weaknesses, what motivates them and how these combine to impact those around them, the better equipped they will be to surround themselves with complementary or compatible staff. Not inconsequentially, the better equipped one will also be to develop their career. Self-awareness however does not just happen but rather is a purposeful, iterative effort of seeking feedback, reflecting and making sense of that feedback, adjusting, taking action and starting the loop all over again. Self-awareness is not easy as it demands intellectual honesty and a rigorous commitment to seek truth and act upon it. High performers tend to be more self-aware than most. They are also, not coincidentally, more likely to have sought out the counsel of a coach and/or mentor along the way.
Organizations hire executives to either fit into their corporate culture or to help change it. Corporate culture is among a constellation of ‘fit' considerations. Tasks and responsibilities are ‘what' organizations want undertaken which drives the requisite experience and skills for a given role. Performance measures are what organizations need delivered in order for an executive to be considered successful in a role. Motivation is the degree, duration and intensity with which employees ‘will', or won't, pursue those performance measures. And finally, corporate culture is ‘how' all this will be carried out, how priorities will be established, decisions will be made, and how people will work together collectively. Unfortunately, for many organizations, articulating ‘how things work around here' is a constant work-in-progress, a mishmash of how things are and how they should or could be. It is a particularly challenging issue for organizations whose leaders struggle to understand the impact of their own behaviors.
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