In 2017 Universities Australia initiated their "Indigenous Strategy 2017-2020" which outlined a clear commitment for each university to appoint at least one Indigenous person to a senior executive role. Many universities are yet to realise this promise. In some cases, it is a situation of nil intent to do so, while others have an underlying desire to adhere to their commitment but with minimal success. Drawing on a larger study of Indigenous leadership in higher education, this paper focuses on the experiences of three recruiters who have been responsible for recruiting a senior Indigenous appointment. It provides an understanding of cultural complexities, recruitment barriers and key strategies which the sector can incorporate into their business activities to secure the best person for such positions. Notably, this paper argues there is no template for such positions and they are usually diverse in terms of their responsibilities and strategic outcomes.