The Problem
The software organization was scaling rapidly while one manager carried far more direct reports than one person could reasonably support, with no leadership layer beneath him. The team needed a Flight Software Engineering Manager who could lead people, mentor a young team, and still contribute technically.
The search combined several constraints at once: scarce asynchronous Rust experience, ITAR requirements, clearance considerations, engineering leadership, a cross-country relocation, and a launch-driven timeline.
“I’ve had agencies have the conversation, then send me somebody who couldn’t spell Rust.”
Space Systems Software Engineering Manager
What ALAC Did
ALAC runs a source-to-stay model, owning the match and the retention as one engagement rather than handing off at the offer.
Sourced beyond the active market
ALAC used a targeted aerospace network referral to identify a passive, exclusive candidate who had not applied to the company and was not represented by another agency.
Chose leadership quality over keyword convenience
ALAC submitted two interview-ready candidates and recommended the stronger leadership profile over the more convenient local option, openly identifying the candidate’s gap in commercial Rust instead of hiding it, while explaining why her leadership track record, learning velocity, and mission experience outweighed the gap.
Built a relocation path
ALAC helped align the hiring manager and candidate around a phased remote-to-relocation plan so the candidate could accept the role without creating unnecessary family disruption.
Stayed involved through transition
ALAC supported the candidate through resignation, relocation planning, onboarding, and the early ramp period.
By the Numbers
11 days
First conversation to accepted offer
2 of 2
Both submitted candidates advanced to interview
Cross-country
Relocation supported through transition
Second year
Client renewed ALAC for another senior search
The Result
The candidate accepted the offer 11 days after the first conversation and relocated across the country to lead the team. Within the first 90 days, the hiring manager was not asking whether the search had worked. He was asking for two more leaders like her.
“I have really appreciated working with ALAC. She is fantastic, and I need to find another two of her,” the hiring manager said.
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The Strategic Impact
The role was on the critical path to team stability and execution during a launch-driven growth period. Closing the search reduced leadership concentration inside a rapidly scaling software organization and gave the team an experienced manager ahead of a demanding stretch.
A High-Stakes Transition, Managed End to End
Finding the hire is half the job. ALAC engineers the other half, the staying, from the first conversation.
Evidence of commitment
Seven years with one employer demonstrated a pattern of staying, not just starting.
Support continued past the offer
ALAC supported the cross-country move instead of ending the engagement at offer acceptance.
A phased transition reduced risk
A phased remote-to-relocation plan reduced the disruption a hard move can cause.
Check-ins continued into ramp
Ongoing check-ins helped turn a difficult move into a controlled landing.
The Human Stakes
The move was real for the family involved, not just the org chart. ALAC stayed engaged through the relocation and the early ramp period rather than ending its involvement at the signed offer.
What They Said
“I have really appreciated working with ALAC. She is fantastic, and I need to find another two of her.”
Space Systems, Software Engineering Manager (hiring manager)“ALAC connected me with an incredible opportunity at a company I might never have discovered on my own. What could have been an anxious and uncertain transition became a smooth and empowering one. I would 100% recommend their services to anyone facing a career crossroads.”
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