Executive search, with the evidence attached.
The decision stays human.

Executive exhaustion rarely announces itself as a strategy problem, yet that is how it arrives: slower judgment, a shorter temper, decisions delegated by default. The body keeps its own record of a sustained pace — disrupted sleep, a resting heart rate that will not settle, an inability to switch off between mandates.

We treat physiological load as a working condition of leadership, not a private weakness. Naming it early, in a structured conversation, leaves an executive more options than waiting for the breaking point — and gives the organization a way to act before a resignation forces the issue.

Heart-rate variability reflects how the autonomic nervous system balances load and recovery. It moves with sleep, alcohol, illness, training and stress — which makes it a useful indicator of strain, and a poor one of talent.

No number on a screen measures a person's capacity to decide. We read HRV the way a coach reads training load: as context for a conversation, never as a verdict on an individual and never as a ranking.

A few observations hold up across selection mandates: candidates arrive with polished answers to predictable questions, so the useful information lives in the follow-up. Asking how a decision was actually made — who was consulted, what almost went wrong — says more than any hypothetical.

Silence is data too. How someone handles an unexpected question, or a pause, shows their range better than a rehearsed example. None of it replaces references; it tells you what to check.