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A private social advisory for LGBTQ+ talent relocating to Los Angeles. Curated introductions and private guidance, in the city they have just moved to.
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 Numbers
$97,000
Average spend per executive relocation, on real estate, immigration, tax, and moving.
40–50%
Of those relocations fail within 24 months. The cause is rarely the role.
2–3×
What a single failure costs against the original package.
Sources: Worldwide ERC, SHRM, Mercer. Figures reflect senior executive relocation, where the mobility industry has studied this most closely.
The Gap
What the package covers
What determines whether it holds
Your relocation package is built well. Nobody builds the second list.
The Timeline
Three months, three phases. The pace flexes to the person; the work itself stays the same.
Coordination with your Mobility team begins in the weeks before they arrive.
Month 1
A private intake session in the first weeks charts their values, existing relationships, and the social architecture their new life in Los Angeles will need. First considered introductions begin as the Ecosystem Map takes shape, alongside the quiet work of orienting them to the city's culture and rhythms. Your HR team receives a discreet confirmation that intake is complete.
Month 2
Curated introductions continue, calibrated by chemistry and readiness. The work turns to integration: helping the client read Los Angeles's social codes, its geographies, its dynamics, so the city begins to feel like theirs. Where they relocate with a partner, integration extends to them. Mid-engagement remapping recalibrates against where their social life is actually heading. A brief HR check-in at month's end reports on rhythm without disclosing detail.
Month 3
Introductions continue and deepen. The work of turning new relationships into real ones, and the city into home. Final HR status report to your Mobility team, a Closing Reflection document for the client on what was built, and recommendations for ongoing maintenance in the months that follow.
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% 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 LGBTQ+ talent 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. If you know your organization's actual per-relocation spend, substituting it makes the case land harder.
Our relocation packages cover real estate, immigration, tax, and moving. They cover nothing for the variable that most determines whether someone stays. Worldwide ERC, SHRM, and Mercer put the average executive relocation near $97,000, and relocation failure at 40% to 50% within 24 months, at 2 to 3 times the cost of the original package. The cause is rarely the role.
FriendsHAUS is a private social advisory for LGBTQ+ talent relocating to Los Angeles. They work on the part no relocation package covers: whether someone builds a life here, or starts taking calls from recruiters. An engagement costs a fraction of a single failed relocation.
I'd like to scope a discovery conversation for [Name]'s move.
The Questions
Six items raised most often by HR, Global Mobility, procurement, and legal. Click any to expand.
Our client is the individual, not the company. Nothing about them personally is ever shared with their employer. Not their conversations, not the people they meet, not their partner, not their private life.
This is contractual rather than a courtesy. Your employee signs a Participant Agreement directly with FriendsHAUS. The sponsoring company signs a Master Services Agreement that defines exactly what it receives, and agrees in writing not to ask for more. The engagement only works if it is genuinely private, so both documents are built to keep it that way.
Participation status, session counts, and start and end dates, delivered on a fixed template at the beginning, midpoint, and close of the engagement.
Not the substance of any conversation. Not who your employee meets. Not their partner or personal life. No assessment of how they are doing, adjusting, or progressing, and no impression we have formed of them.
One exception, and it runs through your employee rather than around them. If something structural in the relocation is getting in the way, housing, immigration, or a logistical problem your team could actually solve, we raise it with them first and pass it along only if they want us to.
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 existing 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 total relocation budget.
Engagements are priced per individual for sponsored talent placements, and on a retainer basis for organizations relocating multiple team members per year. Scope and investment are shared privately, in conversation, rather than on a public page.
Our consumer practice works with gay men. On the corporate side we work across LGBTQ+ talent, including lesbian, bisexual, and transgender employees.
The distinction is deliberate. Our network and track record run deepest with gay men in Los Angeles, and we'd rather say that plainly than claim uniform expertise across every community. What carries across is the method: mapping someone's existing relationships, understanding what they actually want from a city, and making introductions with judgment rather than volume.
If we're not the right fit for someone you're relocating, we'll say so in the first conversation rather than take the engagement.
Begin the Conversation
Corporate inquiries are read personally, and answered within a few days. If your organization is right for this practice, that first conversation will tell us both.