ABOUT COMPANY CONVERT SOLUTIONS
A process built on doing the work —
not just studying it.
We don't hand clients a homework assignment and disappear. We don't take over and do it all for them either. We work alongside them — building the key pieces together — until they own it and never have to make a desperate hire again.
OUR MISSION
Give business owners the power of real choices.
To give business owners the clarity, process, and real working tools to build teams that match their company for a long term fit — so they have the power of real choices instead of desperate hires.
OUR PURPOSE
The goal isn't a placement. It's a business owner who never settles again.
Most business owners never get the freedom they were promised when they started. They're trapped doing work they shouldn't be doing, making desperate hires because they have no pipeline, and depending on people they can't afford to lose.
We exist to change that. We work alongside them — building the key pieces together, consulting on the decisions that matter, and making sure that when we're done, they understand what they have and how to use it.
The goal is never to be needed. The goal is to hand them something they own.
OUR STORY
How
30,000
interviews
became a process.
CHAPTER 01
It started with a degree nobody was hiring for.
In 2009, graduating with a Civil Engineering degree from Georgia Tech should have meant something. It did — just not in the way anyone expected. The residential market had collapsed. Nobody was building anything. The jobs weren't there.
So instead of waiting, the decision was made to get into sales. Not out of desperation — but because the ceiling in engineering was already visible. The top engineers eventually moved into sales anyway. Earning potential was capped without it. Watching an older brother take the traditional path made it easy to see what five years down the road actually looked like. That wasn't the path.
CHAPTER 02
15 interviews a day. Six days a week. Six years. Six cities.
The first sales job was selling DirecTV in retail stores — Best Buy, Sam's Club, Costco. It was a terrible job for making money. But it had something most jobs don't: a real management training program. To run an office, you had to build your own team from scratch. That meant finding people, interviewing people, and hiring people — constantly.
On average, 15 first interviews a day, six days a week. Four or five new people starting every week. Six years across six different cities opening new offices.
With that kind of volume, you get forced to figure out how to connect with people who are nothing like you. You learn that culture fit and genuine excitement for the work matters more than existing skills. You learn that someone who already has the skills often comes with habits that have to be unlearned before they can move forward.
The best salesman ever managed was a forklift driver before he got into sales. Nobody would have hired him on paper. He became the top performer because the right things were seen in him that a resume never would have shown.
CHAPTER 03
From volume to precision.
After six years of high-volume hiring, the next chapter was IT recruiting in Atlanta — finding software developers for startups. A completely different world. Instead of 15 interviews a day, 15 solid conversations a week was a good week. The candidates weren't looking. They weren't applying. They had to be found, and then convinced to consider something they weren't actively seeking.
The core skill was the same: figure out what someone actually wants — not what looks good on paper — and connect that to the opportunity in front of them. From junior recruiter to managing and training every recruiter at the company. Then it was time to run something of our own.
CHAPTER 04
The real education came from hiring for ourselves.
Running a property management company, a maintenance company, and an HVAC company means hiring constantly — virtual team members, local trades, office staff. And it means living with the consequences of every decision.
That's where the real cost of a bad hire becomes undeniable. By the time you let someone go, they've probably caused twice the damage you know about. Every business owner says the same thing — not "I let them go too fast." Always "I waited too long."
What always slowed things down was not having anyone ready to replace them. The answer was constant recruiting — not just when a seat was open. When there's always a pipeline, you can manage people honestly. You can make decisions based on what's right instead of what's convenient.
People think you get freedom by owning a business. There is nothing further from the truth. Freedom came from recruiting — the ability to let go of the wrong person without the company falling apart, and the confidence that comes from always knowing who the next right person might be.
That's what Company Convert Solutions was built to give other business owners. Not a hire. Not a placement. A system that puts them back in control.
CORE VALUES
How we work — and who we work with.
01
Concrete Clarity
Every instruction, expectation, and idea needs to be specific enough to act on without a follow-up question. We don't speak in abstracts. We don't deal in vague direction. If you can't picture exactly what the finished result looks like, the communication isn't done yet.
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WHAT IT'S NOT
The people who struggle here are comfortable with "we'll figure it out as we go." Unclear direction doesn't just slow things down — it creates work twice. Once to do it wrong and once to fix it.
02
Antifragile
Based on Nassim Taleb's concept — things that don't just survive adversity but get stronger because of it. When something breaks or goes wrong, that's information. We use it. Problems aren't interruptions to the work. They are the work. We understand why it happened, fix the root cause, and build something better than what existed before it broke.
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WHAT IT'S NOT
The people who struggle here treat every setback as a reason to slow down, reassign blame, or revisit whether the whole direction was right. We don't. Adversity is data, not a stop sign.
03
Committed Execution
Every instruction, expectation, and idea needs to be specific enough to act on without a follow-up question. We don't speak in abstracts. We don't deal in vague direction. If you can't picture exactly what the finished result looks like, the communication isn't done yet.
_______________________________________
WHAT IT'S NOT
The people who struggle here are comfortable with "we'll figure it out as we go." Unclear direction doesn't just slow things down — it creates work twice. Once to do it wrong and once to fix it.
If this is how you think a business should operate — let's talk.
© 2025 Company Convert Solutions · companyconvert.com
We break down what a company is and needs — then find people that match it for a long term fit.