Due Diligence in Executive Search: Why Verification Checks Can’t Be Skipped

In the executive search space, we at Brooker Consulting see this issue too often: senior hires whose past credentials, financial standing or legal history weren’t properly verified until after they take the role. That’s when reputational harm, legal troubles or financial risk surface.

Checks are not “nice to have” — they should be non-negotiable.

What we mean by “verification checks”

When we talk about due diligence in hiring leadership, we mean:

• Regulatory or License Checks — If the role requires a registration or license (health, biotech, boards).
• Police / Criminal History Checks — Any past offences, unresolved legal matters.
• Qualification & Credential Verification — Are the listed degrees, licenses, or professional memberships valid and current?
• Bankruptcy & Financial Probity — Especially for roles with financial oversight; any past insolvency, undisclosed liabilities, or financial instability.
• Employment History & Reference Checks — Verifying previous positions, claims made in CV, and the honesty of referees.
• Identity Verification — Ensuring the person is who they say they are.

The risk of skipping executive checks

We specialise in sectors where trust, ethics, and high performance are crucial: health, higher education, biotech, advocacy, and not-for-profit. Our clients are held to strict standards. When leadership fails, it doesn’t just impact financial results; it damages confidence, undercuts mission, and can lead to legal or regulatory risks.

Without standard checks, there is a gap. One that can lead to:

• Potential litigation or governance issues
• Misrepresentation of qualifications or experience
• Undisclosed legal or financial trouble
• Damage to culture and team trust
• Loss of stakeholder or donor confidence

Lessons from executive leadership appointments

Consider this scenario: a CEO candidate claims to have earned a PhD from a reputable university. After hiring, the institution confirms they never enrolled. Alternatively, a senior finance executive’s undisclosed bankruptcy only comes to light when applying for credit or insurance. Or a board member’s criminal conviction, which was not disclosed, is revealed, damaging public perception and trust.

Each of these can cost significantly more in reputation, time, and money than the price of doing proper checks upfront.

How to embed checks in your hiring process

Practical steps we recommend:

• Make checks part of policy — From the start of hiring planning, define what checks are required for each role (depending on level, sector, responsibilities).
• Transparency with candidates — Let them know what checks will be done, obtain their consent, and be respectful yet clear.
• Use qualified verification services — Third-party verification ensures objectivity.
• Document everything — Keep records of what was checked, results, and decisions.
• Review periodically — If someone holds a role long-term, or if responsibilities change, consider whether fresh checks are needed.

Our approach to verified leadership recruitment

At Brooker Consulting, we don’t see these checks as optional extras. They are a vital part of our process. We work with clients not just to find the right leader, but we find the right leader with integrity, verified credentials, and financial and legal standing that match the trust their role requires.

If you’re reviewing your hiring practices or want to compare them against best practices for executive roles, let’s connect. We would be happy to share what we have learned in the health, biotech, higher education, and not-for-profit sectors. Our team will help you develop hiring processes that safeguard your organisation, your team, and your reputation.

Contact us today for a confidential discussion around due diligence in executive search.