For Companies · Resources
A private social advisory that addresses the variable most predictive of whether an executive relocation holds. For LGBTQ+ executives relocating to Los Angeles.
This page is what HR and Global Mobility leaders take into the meeting: the engagement timeline, the cost math, and the questions your team will ask first.
Take what you need. Or write us.
The Timeline
Six months in four phases. Engagements at the lower end of the range collapse phases together; the work itself stays the same.
Month 1
A private session in the first thirty days. We chart their values, their existing relationships, and the social architecture their new life in Los Angeles will need.
Months 2 to 3
Curated introductions begin, paced by chemistry and readiness. Hosting and tending coaching enters the calendar. First quarterly HR status report at the end of month three.
Months 4 to 5
Continued introductions and partner inclusion where applicable. The work of turning new relationships into real ones. Mid-engagement remapping recalibrates against where the executive's social life is actually heading.
Month 6
Final HR status report to your Mobility team. A written reflection for the executive on what was built. Recommendations for ongoing maintenance and any introductions still in motion.
The Cost of Failure
A short tool to estimate two costs your organization has likely absorbed in the past two years: retention losses from failed relocations, and acceptance losses from top candidates who declined the move. Industry data, applied to your numbers.
A failure means the executive left the company, or the relocation was reversed, within 24 months of the move.
A declined offer means a top candidate turned down an executive relocation, or accepted then withdrew before starting.
Base salary, bonus, equity vesting, signing bonus, and relocation package combined. Leave blank to use our default.
Enter at least one number above to see your estimated exposure.
The reason it works was never in the offer letter.
Making the Case
Three data points and a copy-paste script for the email, the deck, or the budget meeting.
Per Worldwide ERC and SHRM mobility research, executive relocations fail at 40 to 50 percent within 24 months. The most-cited cause across studies isn't compensation or role fit. It's social isolation in the new city.
Sources: Worldwide ERC, SHRM, Mercer. A single failure on a $250K to $500K relocation absorbs $500K to $1.5M in real cost. FriendsHAUS is a fraction of a single failure.
We are the only advisory in the mobility category working exclusively with gay male executives relocating to Los Angeles. That specificity is what makes the retention math work, and what makes the DEI story defensible in a budget review.
A Ready-to-Share Paragraph
Copy and paste as-is into an email, Slack, or a slide.
Sharing a vendor worth a conversation for our next incoming executive relocation to Los Angeles. FriendsHAUS is a private social advisory that addresses the variable industry research identifies as the strongest predictor of whether an executive relocation actually holds: social integration in the new city. Per Worldwide ERC, SHRM, and Mercer, failed executive relocations run 40 to 50 percent failure rates within 24 months at 2 to 3 times the total cost of the original package. FriendsHAUS is a fraction of a single failure. I'm proposing we scope a discovery conversation for [Executive Name]'s relocation.
The Questions
Six items raised most often by HR, Global Mobility, procurement, and legal. Click any to expand.
The executive is our client. Nothing about them personally is ever shared with the company. Not their conversations, not the people they meet, not their partner, not their private life. This is formalized in a written confidentiality assurance signed at intake.
The company receives a quarterly high-level summary confirming the engagement is progressing, without personal detail. Because the summary describes the arrangement rather than the person, companies gain a meaningful signal that their investment is on track, and the executive keeps the private relationship with FriendsHAUS that makes the work actually work.
A short written summary delivered to the company's Mobility or HR lead. It confirms the engagement is progressing and flags any structural factor in the relocation itself, such as housing, immigration, or family logistics, that the company might help address.
The summary never includes conversation details, names of people the executive has met, information about the executive's partner or personal life, or anything shared in confidence. It reports on the arrangement, not the executive.
Yes. The partner is often the single largest predictor of relocation success or failure, and we strongly recommend including them when one is involved. Partner inclusion is structured as an extension of the executive's engagement rather than a separate contract, with the same confidentiality framework applied to both parties.
No. FriendsHAUS sits alongside your existing relocation vendors. The real estate, immigration, tax, and moving partners you already trust stay where they are. We add the layer those vendors were not built to address: the social integration work that determines whether the move actually holds. Most companies structure FriendsHAUS as a three to six month line item inside the executive's total relocation budget.
Engagements are priced per executive for sponsored individual engagements, and on a retainer basis for organizations relocating several executives per year. Scope and investment are shared privately, in conversation, rather than on a public page.
Begin the Conversation
Corporate inquiries are read personally within 48 hours. If your organization is right for this practice, that first conversation will tell us both.