About
What I do
We help small and mid sized businesses hire great people and keep them. Too…
We help small and mid sized businesses hire great people and keep them. Too…
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Scott Carter shared thisIf the founder is in every interview, the company can appear to hire well. That’s because the founder carries the standard: What good looks like. What behavior earns trust. What evidence separates confidence from capability. The problem starts when someone else has to make the call. If the standard was never written down and tested, hiring quality begins to drift, quietly and gradually. Not because the hiring manager is careless, but because they are being asked to recreate a judgment that only exists in the owner’s head. A real hiring standard makes three things explicit: The outcome the role owns. The behaviors required to deliver that outcome under pressure. The evidence an interviewer must collect before recommending a hire. That is how a hiring manager can defend a decision the founder was not in the room for. The Straightline Strategic Hiring Framework turns founder instinct into a repeatable selection system: one that predicts fit, values alignment, and execution style without depending on one person’s presence. If the system only works when the owner is involved, it isn’t a system yet. Build a hiring standard that holds under pressure and when you’re not in the room. https://lnkd.in/gUBFxzpD
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Scott Carter shared thisScott Carter shared thisManagers are asking AI how to talk to their employees - and they're getting answers. The problem is, those answers are wrong. AI only knows what the manager types in, and that's usually a gut impression of the person. So the advice sounds personal. It just isn't about the employee in front of them. 74% of CEOs say they're fully confident their managers can handle a difficult conversation with a specific employee. Managers describe something closer to guessing, and many are filling that gap with generic AI. The result is leadership that looks personal, but fits no one. We call it the copy-paste problem. Our new ebook breaks down: - Why better prompts can't fix bad inputs - Where generic guidance breaks down in feedback, 1:1s and promotions - How behavioral intelligence gives leaders a real read on their people Your people aren't a template. Your leadership shouldn't be either. Download the ebook: https://hubs.ly/Q04ygWYQ0
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Scott Carter shared thisThe first 90 days decide whether a new hire internalizes the standard, or quietly normalizes to the average. That is why onboarding is the second half of the hiring decision. Too many companies reduce it to paperwork, orientation, and a calendar of introductions. Then they wonder why the strong hire from the interview looks average by month four. A serious first 90 days has three requirements: Week one: name the outcome and the standard. The new hire should know what success looks like, what cannot be compromised, and how the role contributes to the business. Throughout the first 90 days: measure against the role definition. Use real checkpoints tied to execution, not vague impressions or activity reports. Every week: give feedback against the standard. Do not wait for a formal review to address drift, reinforce progress, or clarify expectations. This is the post-offer integration point in the Straightline Strategic Hiring Framework. The hiring decision is not complete when the offer is accepted. It is complete when the person is operating at the level the role requires. At 90 days, review the evidence: Did the hire reach the defined standard? Did the manager create the conditions for success? What must change before the next hire enters the system? Your next hiring decision should be shaped by what the first 90 days revealed, not by hope, habit, or a polished interview. https://lnkd.in/gUBFxzpD
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Scott Carter shared thisYour default candidate profile is quietly deciding who gets hired. Most leaders have one: • Someone who looks like them • The last hire who worked • The person who “feels right” in an interview It feels like good judgment. Often, it is pattern-matching. That creates a predictable miss: the same strength gets over-weighted, while the same gap goes unnoticed. The fix is to make the standard explicit before the first resume is read: 1. Define what success in the role requires. 2. Evaluate behavior, thinking, and values as separate layers. 3. Score candidates independently before the debrief. This changes the question from “Who reminds us of someone we trust?” to “Who meets the standard this role actually demands?” If your team keeps hiring impressive people who disappoint in the same way, don’t start by changing your sourcing. Examine the profile you keep defaulting to. Predictable hiring starts with a clear standard, not a familiar face. https://lnkd.in/gUBFxzpD
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Scott Carter shared thisIf the same seat is empty every 12–18 months, stop calling it bad luck. A recurring vacancy is a pattern. And patterns usually point to a hiring-system problem, not a bad market or a string of unlucky hires. The cycle often starts with a task list instead of a clear outcome. The role describes what someone will do, but not what the seat must produce. Then, without a defined fit standard, every interviewer measures something different. One prioritizes experience. Another prioritizes personality. Someone else is simply looking for a good conversation. The person gets hired, and is left to “figure it out.” When the role breaks down, the company opens the same requisition and repeats the same process. The Straightline Strategic Hiring Framework breaks the cycle: Define the outcome. Define the behaviors required to deliver it under real conditions. Test for those behaviors before the offer. Measure performance and fit at 30, 90, and 365 days. Those checkpoints are not just onboarding milestones. They are feedback for the next hiring decision. If the same seat keeps reopening, don’t just replace the person. Examine the system that keeps producing the vacancy. https://lnkd.in/gUBFxzpD #Hiring #TalentStrategy
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Scott Carter shared thisOf the last five people you hired, how many would you hire again? Most leaders pause. That hesitation is the answer. If the honest count is three or fewer, the problem probably isn’t the market, the pipeline, or the recruiters. It’s the process that produced the decision. The hesitation usually reveals three breakdowns: The role was never defined clearly enough to evaluate consistently. Different interviewers used different standards, so the final decision depended on impressions instead of comparable evidence. The selection process tested whether someone could interview well, not whether they could perform in the role. That is not a people problem. It is a decision-system problem. The fix is a clear definition of what success requires, followed by a repeatable selection process that tests for fit, values alignment, and execution style before the offer is made. That is the foundation of the Straightline Strategic Hiring Framework: replace hiring guesswork with a process leaders can repeat under pressure. Learn more at https://lnkd.in/gUBFxzpD Of the last five people you hired, how many would you hire again?
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Scott Carter shared thisBy the third interview, many hiring teams have stopped evaluating and started rationalizing. “We’ve invested too much time.” “Nobody else is in the process.” “They interviewed really well.” Those are not hiring criteria. They are sunk cost, pipeline scarcity, and politeness quietly making the decision for you. Decision discipline looks different: • Each interviewer owns a distinct evaluation layer. • Every layer is measured against a defined standard. • Scores are submitted before the debrief. • The debrief calibrates the evidence. It does not vote on who felt best. This prevents the loudest voice, strongest personality, or most convenient candidate from winning by default. The Straightline Strategic Hiring Framework creates that structure before interviews begin, so the team can evaluate consistently and make a defensible decision under pressure. Stop rationalizing the candidate you already spent time on. Start measuring the candidate against the role. https://lnkd.in/gUBFxzpD
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Scott Carter shared thisTurnover before 365 days is not just a retention problem. It is a hiring miss becoming visible. Most companies track retention at 30, 90, and 365 days as HR metrics. They review the numbers, discuss the impact, and move on. The better question is: what did the original hiring decision miss? When someone leaves within the first year, the exit should create feedback on: • Whether the role was clearly defined • Whether expectations matched the reality of the job • Whether the selection process tested the capabilities and behaviors required to succeed • Whether the evidence supporting the hiring decision was strong enough Without that connection, the same miss repeats. A new requisition opens, the process starts over, and another candidate is evaluated against the same incomplete criteria. The Straightline Strategic Hiring Framework treats milestone retention as hiring-quality data, not a report card for HR. Use every 30-, 90-, and 365-day outcome to sharpen the next hire. Build role clarity into the process. Test for fit before the offer. Then measure whether the decision held up under real operating conditions. Retention tells you what happened. Hiring-quality feedback helps explain why. Learn more at https://lnkd.in/gUBFxzpD
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Scott Carter shared thisCompanies are running 42% more interviews per hire than they did in 2021. The problem was never the volume of interviews. It was what gets measured inside them. More interviews do not create better decisions when every interviewer uses a different definition of “good.” That is how hiring effort keeps rising while selection stays unstructured. And here is the cost most leaders never calculate: A mis-hire is not just a recruiting expense. It can mean lost productivity, manager time, team disruption, customer impact, another vacancy, and another round of interviews. In the mid-market, that cost compounds quickly. Yet almost no leader has actually measured what one mis-hire cost the business. The fix is not adding another interview. It is role clarity and a structured process that evaluates what predicts fit before the offer: What must this person deliver? How must they execute? What behaviors fit the role and team? What evidence proves they can do it? Stop confusing more activity with better selection. Build a hiring system that makes the decision clearer before the hire is made. https://lnkd.in/gUBFxzpD
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Congratulations Jeff! 🎉
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Scott Carter liked thisScott Carter liked thisI was reminded of the power of relationships yesterday while having lunch with a past client from nearly 30 years ago who eventually became an advisor to a small business. From client interactions to meaningful teamwork with co-workers that go beyond the task at hand, relationships make work and life more satisfying in general. Something to think about in the age of Zoom and AI. https://lnkd.in/gJyypCNt
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Scott Carter liked thisBig congrats to Yasmine Rodriguez Wakim!Scott Carter liked thisCongratulations to our very own Yasmine Rodriguez Wakim on making Women We Admire's list of The Top Women Chief Technology Officers of 2026. She's spent more than 20 years in payroll and tax technology, and now she leads the team behind the platforms that run Asure's payroll, tax, HR, and time and attendance products. We're so glad to see her get this. Read more about the work she's doing: https://hubs.la/Q04yX_gk0
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Scott Carter liked thisScott Carter liked thisPhenomenal opportunity to join a roofing industry leader in the HR space. Employee relations/investigations and compliance experience is required for the role. Apply or share!
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Scott Carter liked thisWant an honor to have a discussion with Adam Bryant and David Reimer . I was more than excited to talk about early talent and today’s challenges. Work ethic, my fabulous and inspirational Mom. Some of this is simple but lots in this world of work is super complex. Break it down and manage your career. Have fun along the way! I’m really focused on our early talent journeys. Different than mine but you’ve got this! Also, go into the office, learn from your mentors and seasoned executives! Will be worth it! Vialto #chroScott Carter liked this"We have to look at our leadership expectations and the core competencies of a leader and a manager." Lisa Bettinger-Buckingham of Vialto shared timely insights with David Reimer and me in our latest "Strategic CHRO" interview. #leadership #HRA Key HR Focus: How Are Managers Learning To Work With AI To Manage Their Employees?A Key HR Focus: How Are Managers Learning To Work With AI To Manage Their Employees?
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Scott Carter reacted on thisScott Carter reacted on thisI had a fantastic time yesterday attending the Workday UKI Partner Day in London! It was an incredible event filled with energy, insight, and inspiration for what is ahead. Beyond the great sessions, the absolute highlight was catching up with so many familiar faces, old friends, and former colleagues. It is always a pleasure to reconnect with such a talented and supportive community. And I got to have a little fun with my dear friend Emma Gibson nee Docherty with some help from AI! A big thank you to the Alan Lowry and Sammi Hartland and the entire Workday team for putting together such a memorable and engaging partner event. Looking forward to driving success together in this new work day! #Workday #UKIPartnerDay #Networking #Partnership #LondonEvents
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Scott Carter liked thisScott Carter liked thisAmerican Roll-On Roll-Off Carrier Group ARC announces the addition of M/V ARC Freedom to its U.S.-flagged fleet, expanding the company’s capacity to serve commercial and government customers while adding strategic sealift capability for the U.S. military. Read More Here: https://lnkd.in/gt-25aq3 #usflag #usflagfleet #usflagshipping #roro #shipping #logisticsARC Freedom Expands U.S.-Flagged Fleet - American Roll-On Roll-Off CarrierARC Freedom Expands U.S.-Flagged Fleet - American Roll-On Roll-Off Carrier
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Scott Carter liked thisScott Carter liked thisSeven automotive OEMs currently trust ATD as a Tier 2 supplier. That track record is why we've expanded into Indiana, the Carolinas and Tennessee. We picked these regions deliberately: Indiana for freight efficiency on steel, the Southeast for its strong automotive, heavy truck and industrial base. But growth only works if it doesn't cost us anything on quality. Our engineering, quality and tooling standards still run through one Ohio headquarters, on every part we build, no matter where we build it. Excited for what's to come! #Manufacturing #Automotive #Leadership #ManufacturingGrowth
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Scott Carter liked thisGreat work by the Creative Sign Designs team on the Veterans Affairs Outpatient Clinic in New Port Richey! Multi-specialty facilities require seamless collaboration between owners, general contractors, and design teams to ensure clear, ADA-compliant wayfinding. Proud to see our team deliver another high-impact healthcare signage program. 👏 Take a look at the full post and project scope below! https://lnkd.in/e6y-3guvScott Carter liked thisWhen Veterans are coming to one location for primary care, specialty services, mental health care, dental and vision care, physical therapy, and more, clear wayfinding matters. At the 143,000-square-foot Veterans Affairs Outpatient Clinic in New Port Richey, Florida, Creative Sign Designs partnered with the owner, general contractor, and design team to deliver a comprehensive interior and exterior signage program. The scope included exterior identification, directional signage, ADA-compliant wayfinding, tactile and braille signage, and department identification throughout the clinic. Close collaboration helped ensure the signage made navigation clear, supported accessibility, and worked cohesively with the overall environment. See the full scope here: https://lnkd.in/e_w9VG4u #ArchitecturalSignage #HealthcareSignage #Wayfinding #EnvironmentalGraphicDesign #DesignBuild
Experience & Education
Volunteer Experience
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Volunteer
Pets On Wheels
- Present 11 years 10 months
Social Services
Pets on Wheels is a not for profit volunteer organization which provides friendly visits from volunteers and their pets to those requiring the support of an institutional setting.
Visits are most often to nursing homes; however, assisted living communities and facilities for the physically and mentally challenged are also recipients of our visits. Recently, veterans' hospitals, programs for the homeless, and children at risk of home out placement have also been added to our visits. Our…Pets on Wheels is a not for profit volunteer organization which provides friendly visits from volunteers and their pets to those requiring the support of an institutional setting.
Visits are most often to nursing homes; however, assisted living communities and facilities for the physically and mentally challenged are also recipients of our visits. Recently, veterans' hospitals, programs for the homeless, and children at risk of home out placement have also been added to our visits. Our emphasis is on residents who have been unresponsive to ongoing activities. Many of these patients have impaired cognitive abilities due to specific illnesses such as Alzheimer's disease, and react to animals with more awareness than to people around them. For instance, repetitive speech behavior or annoying mannerisms may cease while a patient is petting an animal.
Pets love unconditionally, even when a person is no longer attractive, even-tempered, or agile. Their warmth makes a difference to those they visit.
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Brian Felice
Brian Felice
<br>Over 15 years in business development and global account management across multi-sector enterprise transformation, I've learned that the best outcomes come from genuine alignment across all stakeholders, internal and external.
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