A US industrial and manufacturing recruitment firm built around the roles that actually keep the plant running.
Most general recruitment agencies treat industrial and manufacturing as an afterthought on a corporate desk. A brief comes in, a generic search runs against a database, and a shortlist arrives with candidates who list "Six Sigma" as an interest between "hiking" and "reading". The plant manager wastes two rounds of interviews explaining why the candidates cannot walk the floor, and quietly starts working with a second agency in parallel.
CORE Vision Consulting was set up to do the opposite. We are a specialist industrial and manufacturing desk. Production, engineering, quality, supply chain, maintenance and plant leadership. Nothing else. Every consultant on our team has spent time inside a manufacturing environment before joining us, and we screen candidates against the actual plant reality, not a keyword match.
We place industrial and manufacturing talent for US employers. Direct-hire placements for production supervisors, engineers, quality leaders, maintenance planners, supply chain managers, EHS specialists and plant directors. Retained search for site leaders and multi-plant appointments. One consultant accountable end to end, from intake through onboarding follow-up.
Every candidate on a CORE Vision shortlist has been assessed against the same standard before an introduction:
Every shortlist arrives with our written notes on each candidate. If we cannot articulate why a candidate matches the plant environment and the operating expectations, the CV does not leave our desk.
Our clients include founder-led SMB manufacturers, PE-backed portfolio companies, mid-market industrial groups and Fortune-relevant employers across the United States. Plant managers, VPs of operations, chief operating officers and HR business partners who value shortlist quality and interview-to-offer efficiency over CV volume.
A placement is not a signed offer letter. It is the moment 12 months later when the new hire is still there, delivering against the operating plan, and the plant leadership has stopped thinking about backup plans. That is the outcome we measure ourselves against.
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