Agency Three provides strategic counsel to senior technology leaders navigating the opaque, political executive market—helping them see dynamics clearly to avoid misaligned moves and advance with clarity, influence, and intent.

Most senior technology leaders don't lose opportunities because they lack capability.
They lose them because they are mis-positioned, under-validated, or outmanoeuvred by candidates who understand the strategic dimensions of executive search.
At C-suite level, the game is not "interview performance".
Take our 5-minute diagnostic to assess how you're positioning yourself for your next career move and where strategic adjustments could strengthen your readiness
If you want your next move to be deliberate, not reactive, start here.

By C-suite, that's established. The question is whether your next move positions you for the move after that. Will this CTO role lead to PE portfolio work? Will this transformation mandate make you credible for NED positions? Does this appear to be progression but actually narrow your options?
Most technology executives optimise for the role in front of them. The ones building genuine optionality
"At this level, one piece of intelligence about what's really being assessed, or one structural condition you wouldn't have known to negotiate, can be worth multiples of the advisory fee."
Have you ever noticed how visible you are when headhunters are chasing you and how invisible you become when they're not?
for leadership, influence, and trajectory
"We act as your strategic counterpart in the executive market, helping you see dynamics clearly and advance with clarity, control, and confidence."
Define what you're known for and ensure it resonates with the market you want to influence.
From first outreach to final negotiation, we help you maintain clarity, control, and confidence in how you are positioned.
Scope, authority, influence, support. We ensure you enter environments where you can deliver lasting leadership impact.
A systematic approach to C-suite career transitions, moving from reactive navigation to strategic control
Know yourself before the market knows you
The Problem: Operating on assumptions about perception vs. intelligence
Common Failure: Describing "what you've done" without the differentiated "how" and "why"
Be known by the right people for the right things
The Problem: Confusing activity with strategic positioning
Common Failure: Generic networking vs. precision visibility with key influencers
Evaluate before committing
The Problem: Evaluating emotionally or financially vs. structurally
Common Failure: Rationalizing red flags that become barriers later
Shape how you're perceived
The Problem: Being the best vs. being perceived as the best
Common Failure: CV recitation instead of peer-level strategic dialogue
Control the journey with "Google Maps" intelligence
The Problem: Hidden dynamics—who's deciding, what's assessed
Common Failure: Treating conversations as standalone vs. extracting intelligence
Secure success conditions
The Problem: Negotiating compensation vs. power, scope, authority
Common Failure: Maximum effort on comp vs. progressive negotiation of authority
At C-suite level, one piece of intelligence about what's really being assessed, or one structural condition you wouldn't have known to negotiate, can be worth multiples of the advisory fee.
Three-hour minimum engagement
Focused support on specific elements
Targeted strategic guidance
Flexible engagement model
Complete search process coverage
Structured engagement
Full framework application
End-to-end support
Long-term partnership
Career transition management
Extended support
Multiple opportunities
Let's start a confidential conversation about your career goals and how strategic advisory can help you achieve them.