Conscious Leadership

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Silver Leadership: Unlocking the Untapped Potential of Senior Talent

Luciana Casado — Fri, 28 Feb 2025 15:46:12 +0000

Silver Leadership: Unlocking the Untapped Potential of Senior Talent Luciana Casado

The professional landscape is evolving, and so are the opportunities to redefine the potential of the workforce. Today, the notion that a career should conclude at 50 or 60 is being challenged.

By Macarena Azu, Principal

The increasing recognition of the value brought by senior talent signals a shift towards more inclusive and strategic workforce planning. This shift aligns with the emergence of the Silver Economy—a sector encompassing the economic activities associated with individuals aged 50 and over, including their participation in the labour market. For forward-thinking organisations, embracing this demographic segment is not just an opportunity but a necessity for sustaining business success in the years to come.

Demographics of an Ageing Labour Market

The growing importance of senior talent in the workforce is underscored by demographic realities. Two key factors contribute to the ageing population: rising life expectancy and declining birth rates. In Latin America and the Caribbean, the average life expectancy now exceeds 75 years, while globally, it has surpassed 73 years. As a point of comparison, these figures were 70.81 and 66.43, respectively, in the year 2000.

In parallel, birth rates have experienced a sharp decline. Over the last decade, annual global births have dropped from 145 million in 2013 to 132 million in 2023. This demographic shift presents organisations with a challenge: the need to adapt hiring strategies to a reality where the pool of mid-career professionals is diminishing.

Companies that proactively integrate senior professionals into their leadership structures will not only meet this challenge but also position themselves as pioneers in workforce diversity and resilience.

Unlocking the Potential of Experienced Professionals in Your Workforce

In a business environment increasingly characterized by complexity, quick technological advancements, and evolving market demands, senior talent brings unique strengths that are invaluable to achieving sustainable success. Their wealth of experience, strategic insight, and ability to navigate uncertainty make them an indispensable resource.

The following three factors demonstrate why engaging professionals over 50 is not just beneficial but essential for organisations striving to remain competitive in today’s dynamic landscape.

Experience and vision

With years of professional expertise, senior leaders possess a depth of experience that enables them to navigate complex challenges with confidence. Beyond their extensive industry knowledge, these professionals have honed critical competencies such as crisis management—a skillset developed through navigating economic downturns, market disruptions, and organisational transitions.

In an era where adaptability is crucial, the ability to anticipate and respond to change is invaluable. Senior leaders’ strategic vision, informed by decades of experience, provides a steadying force that can guide organisations through uncertain times.

Intergenerational enrichment

A common concern raised during the hiring process is whether senior professionals will integrate seamlessly with younger team members. In practice, intergenerational collaboration has consistently proven to be a source of strength. Younger employees often express enthusiasm for learning from seasoned colleagues, whose insights and mentorship enhance team dynamics.

Organisations that foster cross-generational teams benefit from a diversity of perspectives, which drives innovation, improves productivity, and cultivates a culture of mutual respect. Companies that have embraced this model report notable successes, including the development of more innovative products and the establishment of a more inclusive workplace culture.

Strengthening the company culture

Retaining senior leaders often proves less challenging compared to other demographics. Financial stability and a focus on purpose over remuneration characterize this group. Senior professionals are motivated by alignment with the mission and vision of the organisation, as well as the opportunity to make a meaningful impact.

This commitment translates into stronger organisational identity and loyalty. By valuing the contributions of senior talent, companies can reinforce their culture and drive transformational change.

Challenges in Integrating Senior Talent

While the benefits of hiring senior professionals are clear, organisations must address certain challenges to unlock their full potential. A common hurdle is the technology gap. While senior professionals bring a wealth of expertise, they may require additional training to navigate modern digital tools and platforms effectively.

Progressive companies are implementing tailored digital education programs to address this gap. These initiatives not only enhance technical proficiency but also foster knowledge-sharing between generations. Younger employees, for example, can provide insights into technological tools, while senior professionals share their deep industry expertise. This reciprocal exchange strengthens team cohesion and performance.

However, the most significant obstacle to integrating senior talent lies in overcoming biases—both within hiring decision-makers and the candidates themselves.

The Two Faces of Bias

Despite growing awareness, stereotypes about senior talent persist. Hiring managers often raise concerns such as whether senior candidates have the energy, adaptability, or health to fulfill demanding roles. Paradoxically, these doubts sometimes come from individuals who themselves are over 50.

Equally concerning is the internalised bias among senior professionals, many of whom underestimate their own value. A striking example of this is Manuel Cañas, who in 2023 was identified as an outstanding candidate for the role of General Manager at Agunsa, Terminal Portuario de Valparaíso. The position required a leader with the ability to oversee the terminal’s strategic and operational management, ensuring the optimal performance of commercial and operational areas, strengthening relationships with key stakeholders—including clients, industry associations, and government entities—and driving financial growth and business expansion.

Upon learning about the opportunity, Manuel initially hesitated, believing that his age might be a barrier. However, his extensive experience, leadership skills, and deep industry expertise were exactly what the organisation needed. Today, as General Manager of Terminal Portuario de Valparaíso, he leads the company with excellence, proving that senior talent is not only valuable but can also be a driving force for transformation within organisations.

Redefining Purpose Through Senior Leadership

Senior professionals offer more than operational excellence; they embody the opportunity to redefine an organisation’s purpose. Their contributions extend beyond financial outcomes, enriching company culture with resilience, depth, and a sense of legacy.

At Page Executive Chile, we are committed to championing the value of senior talent. Since 2023, we have successfully facilitated 10 senior hires, including two professionals over 60. These achievements underscore our belief in the transformative power of senior leadership.

As consultants, our role is twofold: to educate hiring decision-makers about the strategic advantages of senior talent and to empower these professionals to re-enter the corporate world with confidence. By aligning their experience with organisational missions, we create pathways to authentic leadership that balances growth, purpose, and legacy.

Discover the Value of Senior Talent for Your Organisation

If you’re ready to explore how integrating experienced professionals can transform your business, we encourage you to reach out. You can reach out to me, or one of the Page Executive team today to discuss how we can help you identify and onboard exceptional senior talent tailored to your organisation's needs.

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Taking Smart Risks: How Manufacturing Businesses Can Win the Talent Race

Daniel Whitehead — Tue, 11 Feb 2025 10:57:53 +0000

Taking Smart Risks: How Manufacturing Businesses Can Win the Talent Race Daniel Whitehead

“We need someone who's chomping at the bit, ready for their next career move.” It’s the kind of phrase we hear often from manufacturing clients on the hunt for their next business leader. Focusing on dynamic, mid-career professionals who can “grow with the business” makes sense on paper. In practice, the best hire often looks very different from the initial brief.

by Nick Messenger

Manufacturing is at a crossroads. From sustainability-driven production to AI-powered factories and geopolitical supply chain shifts, the sector’s challenges demand leaders who combine vision with pragmatism. The traditional focus on youthful energy or long-term potential can often miss the mark, sidelining experienced leaders who are ready to deliver impact from day one.

Conscious leadership is now non-negotiable. In this article, we’ll explore how manufacturers, whether producing fighter jets or wire coils, can overhaul their hiring strategies to secure leaders who deliver immediate impact and future-proof growth.

A Sector in Flux: Strategic Leadership in Modern Manufacturing

Manufacturing leaders today face a triple challenge: embedding sustainability, harnessing industry 4.0 and rewiring supply chains. Success hinges on strategic foresight, not just operational tweaks.

> Sustainability as a growth engine

The push for sustainable practices isn't just about regulations; it's driven by customer expectations and the need to future-proof operations. A key part of this movement is adopting circular economy principles—reducing waste, reusing resources and recycling materials to create a closed-loop system.

Recent research shows just how impactful this model can be. Businesses that have embraced circular economy practices report higher revenues (56%), more efficient material usage (56%), reduced carbon footprints (52%) and lower costs (49%). For many, these benefits provide a lifeline, solving cost and sustainability challenges in one stroke. Little wonder, then, that the demand for eco-savvy executives who can drive these initiatives has never been greater.

> Industry 4.0: beyond the hype

Artificial intelligence, robotics and the Internet of Things are reinventing production floors worldwide — think less grease and gears, more sensors and software. The global Industry 4.0 market was worth a hefty $146.14 billion in 2022 and was projected to grow at a rate of 19.9% from 2023 to 2030. This meteoric growth reflects a significant shift in the sector, with a recent survey revealing that 72% of companies are already rolling out their Industry 4.0 or Smart Factory strategies.

The real challenge? Finding decision-makers who not only understand these advanced technologies but can also integrate them into legacy systems while building a digitally literate workforce. It’s an executive profile that combines technical expertise with the ability to inspire organisational change—a rare skill set that’s increasingly in demand.

> Supply chains: local agility, global reach

Geopolitical tensions and the push for nearshoring and reshoring have companies rethinking their sourcing and logistics strategies. While Mexico emerged as the U.S.'s largest trading partner in 2023—briefly surpassing China—ongoing tariff shifts and policy changes highlight the volatility of global trade.

Leaders today must navigate a complex balancing act: strengthening regional supply chains while maintaining global efficiency. This requires strategic foresight, operational agility, and the ability to pivot when political landscapes shift.

For businesses willing to adapt, these disruptions present opportunities to enhance resilience and redefine success. But it demands a mindset shift: one where conscious decision-making fuels sustainable, competitive growth. In other words, less autopilot, more purpose.

Thinking Beyond the Brief: Finding Leaders Who Deliver

Manufacturing firms often start their search for new executives with a clear vision: a mid-career professional brimming with ambition and ready to grow alongside the business. But as the hiring process unfolds, that vision often broadens. Confronted with the complexities of today’s industrial challenges, companies quickly realise they need to think beyond the usual profiles to find the right fit.

This pivot is no accident. Manufacturing’s talent pool is shrinking in critical areas, with expertise in digital transformation, sustainable production and supply chain strategy often hard to find.

This is where conscious leaders step up. These executives go beyond operational expertise, bringing vision, adaptability and the ability to create environments where others thrive. Best of all, these qualities aren’t limited to one demographic or career stage. Some of the most impactful leaders we’ve placed recently were candidates overlooked by conventional hiring practices.

Consider the pharmaceutical manufacturer who tasked us with finding a new Managing Director. The brief called for a leader with a 15-year growth horizon, but the realities of the role demanded something different: gravitas, deep industry knowledge and the confidence to navigate complex technical processes. They opted for a leader five years from retirement whose track record and immediate fit gave them the stability they needed to shape their future.

The 5 Traits Conscious Manufacturing Leaders Need

Between integrating advanced tech, driving sustainability and managing global teams, today’s manufacturing decision-makers need a mix of old-school know-how and cutting-edge skills. Here’s what sets the best executives apart:

___

1. Agility in the face of change

Agility isn’t something leaders are born with. More often, it’s a skill honed through years of experience and the ability to adapt to disruption with confidence and precision.

Take our work with a global chemical manufacturer facing the challenge of hiring a Global Sales Director to lead a shift to value-based sales. Initially, they prioritised candidates who could “grow with the business”—a phrase often used as shorthand for favouring younger, mid-career profiles. However, transitioning to a new sales model required more than just potential.

During the search, we challenged this approach by presenting a seasoned Non-Executive Director (NED). Though not actively seeking roles, this leader had a proven track record of guiding global businesses through similar transformations. Their deep industry knowledge, mentorship skills and readiness to start immediately outweighed concerns about age or career stage.

By opting for experience over demographics, the client secured a leader who could drive the value-based sales overhaul from day one.

___

2. Resilience under pressure

Manufacturing doesn’t do “smooth sailing.” Although stabilising somewhat since the pandemic years, overall disruptions to global supply chains increased 5% year-over-year in 2023. Today’s decision-makers need to weather market turbulence with a steady hand. Sometimes, this means turning disruptions into opportunities. On other occasions, it means keeping the ship afloat while the storm blows through.

___

3. Mentorship for the future

In the United States, nearly a quarter of the manufacturing workforce is aged 55 or older, while similar challenges echo in markets like the UK and Europe. Putting off succession planning? That’s a risk businesses can’t take anymore. The fix isn’t just hiring younger talent—it’s securing leaders who mentor while they deliver.

Take a recent example from our work with a UK defence contractor. Tasked with hiring a senior public affairs lead during a geopolitical crisis, the client initially asked us to consider “up-and-coming” candidates alongside established leaders. But the reality quickly crystallised: they needed a “safe pair of hands” to execute a time-sensitive, two-year project. With no luxury to groom talent, they prioritised a seasoned leader who could stabilise stakeholder relations immediately—while mentoring junior staff to build long-term capacity.

___

4. Cultural intelligence

Conscious manufacturing leaders get that what fires up a team in Germany could flop in India or Mexico. They adapt, tailoring their approach to fit different customs, values and work styles. After all, “one-size-fits-all” rarely fits anyone. This skill becomes especially critical in cross-border partnerships and global logistics networks, where cultural misunderstandings can lead to delays or missed opportunities.

___

5. Sustainability awareness

In regions like Europe and Asia, where regulations are toughest, sustainable manufacturing is now standard. Executives must go beyond compliance, making sustainability a core strategy.

This means adopting circular economy practices like reducing waste, reusing materials and closing the loop while also cutting carbon emissions. It’s a balancing act that demands both big-picture vision and hands-on execution.

The payoff? Stronger compliance, a boosted brand reputation and cost efficiencies that directly hit the bottom line. Leaders who master sustainable innovation are setting the benchmark for modern manufacturing.

In summary, today’s manufacturing executive wears many hats. They’re not just strategists or innovators—they’re mentors, connectors, steady hands when things need stability and bold disruptors when it’s time to shake things up. It’s a tough role, but that’s what sets great leaders apart.

Page Executive’s Role: Your Partner in Finding Future-Ready Leaders

Manufacturing’s blink-and-you’ll-miss-it evolution demands leaders who blend technical mastery with strategic vision, but finding them requires a partner who understands the intricacies of your sector. At Page Executive, we combine 37 years of industrial expertise with a global network spanning 37 markets to identify leaders who don’t just fit your brief but redefine it.

From life sciences to defence and chemical manufacturing, we’ve guided clients through critical hires:

Mitigating risk with tailored onboarding strategies, like probation periods to ensure seamless transitions.
Challenging assumptions to prioritise experience over demographics
Balancing urgency with foresight, whether driving strategic AI adoption or reshoring critical supply chains.

The manufacturing playbook has changed. Your hiring playbook must change too.

> Let’s start that conversation today. Get in touch with Page Executive or connect with either Nick now.

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Effective Executive Onboarding: The 360° Holistic Approach

Luciana Casado — Wed, 15 Jan 2025 09:25:56 +0000

Effective Executive Onboarding: The 360° Holistic Approach Luciana Casado

By Raphael Asseo, Senior Partner, Switzerland

The Challenges Posed by Traditional Onboarding Practices

Through my years of experience in executive search, I’ve come to realise that while much is written about hiring, there’s surprisingly little guidance on effective onboarding—especially for senior leaders. Yet, I’ve personally seen how a thoughtful, holistic onboarding process can ease transitions, align expectations, and set both employers and new hires up for success. In short, I’m passionate about addressing this gap and helping organisations create smoother, more impactful starts for their leadership teams.

I recently read that traditional onboarding often falls short of preparing executives for the complexities of their new roles, contributing to a startling 40% failure rate within the first 18 months. Even among those who succeed, 60% report taking six months to reach full effectiveness (Harvard Business Review). These gaps highlight a critical flaw: traditional onboarding tends to focus on logistics rather than fostering alignment of expectations, building relationships, and equipping leaders to navigate organisational dynamics. Without a more strategic, holistic approach, both employers and new hires face unnecessary setbacks that can hinder long-term success.

As a Senior Partner at Page Executive, I focus on executive and non-executive placements, working closely with family-owned businesses, mid-cap private equity-backed firms, and non-profits. I also lead the Non-profit Practice for Continental Europe, where I’ve supported countless organisations in finding leaders who are truly a great fit. This has given me plenty of first-hand experiences with onboarding executive leaders, and I've gotten to know the ins and outs of what works and what doesn't.

In December, I had the pleasure of moderating a panel discussion on “Mastering Holistic Onboarding: Strategies for Success” in Lausanne, where the panelists and I dove into some tips and tricks for transforming onboarding into a positive and effective experience for all parties involved. Today, I’m happy to share some of those findings and insights with you.

Mastering Holistic Onboarding (From left to right: Susanna Swann, CHRO at Geneva Airport, Nicolas Schornoz, Chief Financial & Operations Officer at Vestergaard and Pierre-Laurent Verdon, Founder & Executive Coach at Pilosophy).

What Makes Transitions Difficult?

One thing I’ve discovered is that as the workforce evolves and technology advances, the demands on leaders are greater than ever. Stepping into a senior leadership role is as much about navigating a new landscape as it is about delivering results. The early months often reveal challenges that extend far beyond the job description. Leaders have to navigate unspoken organisational norms, complex dynamics, and, of course, the weight of expectations. They are tasked not only with achieving results but also with building trust, adapting to an unfamiliar culture, and aligning their vision with that of the organisation.

This can be very daunting, even to the most competent leaders. Organisational politics often present a challenge, requiring leaders to navigate complicated power dynamics and relationships. Cultural adaptation is another key factor, as understanding and integrating into a new organisational culture takes time and effort. Not only that but stakeholder relationship-building demands that leaders quickly establish trust and rapport with key individuals within the business.

I’ve also noticed that high expectations and pressure to perform can be overwhelming, especially in high-stakes environments. Finally, the complexity and scope of their new role often stretch even the most experienced leaders, as they balance immediate priorities with long-term strategic goals. As you can see, there are certainly a lot of factors at play for leaders in new roles. Each of these underscores the importance of a thoughtful and holistic onboarding process to support leaders through these critical transitions.

Key Hurdles Faced by Organisations

I’d like to share more about the main challenges that organisations face when bringing on a new senior leader.

- Relationship Building With the Newcomer

Now this is key—relationship building should be the top priority from the very first interview. While the hiring team may have plenty of questions to ask the candidate, they need to intentionally leave space to get to know the ambitions, personality, and preferences of the candidate, while creating an environment where they are encouraged to ask their own questions as well. Again, this is key!

- High Expectations of the Newcomer

When organisations approach their relationship with the newcomer with inflexible high expectations, they invite misunderstanding and resentment, which does nobody any favours. With this approach, the organisation often projects existing uncertainty and fears onto the candidate, setting the tone for the hiring process. Without knowledge of the details of the organisation’s history and culture, the candidate is not equipped to address these projections.

What Challenges Are Executive Candidates Experiencing?

- Letting Go of Limiting Habits

Senior leaders stepping into a new organisation often bring well-established patterns of decision-making and communication from their previous roles. While experience is valuable, clinging to old habits can limit their ability to adapt to a new organisational culture and priorities.

- Embracing Adaptability and Humility

New leaders need to navigate the complexities of their new environment with openness. This involves acknowledging what they don’t know, being willing to learn from their teams, and adapting their leadership style to suit the organisation’s unique context.

- Fostering Positive Relationships

Building trust and rapport with key stakeholders is essential to success. Leaders must invest time in understanding their colleagues’ perspectives, creating alliances, and aligning with the team to cultivate a shared vision.

- Negotiating Success

Leaders often face unclear expectations or misaligned goals during their transition. By initiating an honest, ongoing conversation about their role and priorities, they can establish mutual understanding and chart a path to measurable impact.

Introducing 360 Onboarding

360—or holistic—onboarding rethinks traditional onboarding processes to ensure a smoother and more effective transition for both new leaders and the organisation. This approach fosters a culture of continuous self-improvement and autonomy, relying on collaboration and coaching to guide the onboarding experience.

By focusing on the inclusion of appropriate stakeholders, leveraging third-party coaching for objective support, promoting open dialogue for clear communication, and collaboratively defining expectations to align priorities, 360 onboarding establishes a foundation for long-term leadership success.

Top Tips for Integrating 360 Onboarding

Integrate Coaching

First of all, why Coaching?

Many organisations probably don’t think of coaching as an essential piece of the onboarding puzzle. But, after learning more about its many benefits for both leaders and organisations, I’m hoping you’ll rethink that.

Coaching plays a pivotal role in creating a seamless onboarding experience, offering new hires a neutral perspective to navigate their transition effectively. Engaging a coach early in the recruitment process can enhance team dynamics by fostering trust and open communication.

Confidentiality in the coaching relationship is critical, as it provides a safe space for new hires to share concerns, receive honest feedback, and work toward success without fear of judgment. This approach allows the organisation and the employee to collaborate on a tailored onboarding plan, emphasising shared goals and mutual understanding.

While having a coach is invaluable for any executive, it becomes even more critical when transitioning to a company. A coach can act as a bridge, helping the executive decode the culture, align with organisational priorities, and avoid potential missteps and ultimately minimise the risk of a poor fit or early departure.

Nicolas Schornoz,
Chief Financial and Operations Officer at Vesterguaard

Coaching is not only essential for easing a new hire’s initial transition but also serves as a long-term support system.

Practical Advice for Integrating Coaches

Engage an external coach to provide unbiased guidance for the new hire, ensuring a supportive and objective onboarding process.
Designate an internal team member from a different department to maintain neutrality if budget constraints prevent hiring externally.
Avoid involving the hiring team directly in coaching sessions; instead, trust the process to allow the new hire autonomy and create a safe space for growth.
Remember that coaching extends beyond onboarding—it’s a valuable tool to support new hires as they continue to adapt and grow within the organisation.

Define Expectations

I always say that trust begins the moment you shake hands and say “We would like to hire you.” But it is not earned immediately. Building trust is a long process.

Clear and aligned expectations are fundamental to successful onboarding. This process is a two-way street, where both the organisation and the new hire must collaborate to define timelines, goals, and priorities from the outset. Co-creation should be the default, working together to define rules, boundaries, and measures of success. Actually, Deloitte says “69% of employees are more likely to stay with a company for three years if they had a positive onboarding experience."

Establishing these parameters helps to prevent misalignment, ensuring that both parties are on the same page and setting the stage for a productive working relationship.

It’s important to acknowledge that impactful contributions take time. While many organisations expect results within the first 90 days, onboarding should account for the fact that effectiveness often requires a longer ramp-up period. Step into conscious leadership by clearly communicating expectations and timelines, fostering a supportive environment that encourages steady progress rather than unnecessary pressure. This type of dialogue ensures that both sides feel heard and valued, which helps prevent misunderstandings later on.

How Companies Can Unlock Leadership Potential From Day One

A positive onboarding experience begins with preparation, but flexibility is key. Having a plan in place ensures consistency, yet adjusting to the individual needs and preferences of the new hire demonstrates adaptability and fosters trust. Onboarding isn’t one-size-fits-all, and a personalised approach sets the tone for a collaborative working relationship.

Conscious leadership encourages organisations to approach onboarding with empathy, recognising that each new leader brings a unique set of experiences and perspectives. By practising self-awareness, organisations can anticipate and address the diverse needs of their new hires, creating a smooth and thoughtful onboarding experience.

Power dynamics should be minimised during the onboarding process. Treat the candidate as an equal partner in the journey, focusing on shared goals rather than hierarchies. This approach creates a more open, respectful environment where both parties feel aligned and invested in mutual success.

Identifying stakeholders in advance is another crucial step. Consider involving team members who embody the company’s culture but whose roles don’t directly overlap with the new hire, as they can act as valuable cultural ambassadors. Finally, adopt a positive mindset—leave scepticism aside and approach onboarding with optimism, understanding that the tone you set will influence the candidate’s perception of their new role.

The Intersection of Conscious Leadership and Holistic Onboarding

Conscious leadership plays a vital role in holistic onboarding by encouraging leaders to remain self-aware, recognise their default patterns, and actively choose a more thoughtful response. A conscious leader values the unique perspective a new hire brings, balancing the organisation’s existing expertise with fresh insights. This approach fosters a culture of collaboration, where integrating new talent becomes an opportunity for growth and innovation rather than disruption.

By embracing conscious leadership, organisations can create onboarding experiences that are not only efficient but also deeply human, prioritising connection, empathy, and shared purpose.

Example of 360 Onboarding Success

One of the most effective examples of 360 onboarding that I’ve seen came from an industry association seeking to onboard a new CEO. The board, united in their vision, began the process with transparency and collaboration at its core. From the first meeting, the focus was on brainstorming the ideal approach and openly discussing both strengths and potential challenges.

Involving staff members—while inherently complex—was another critical element of success, demonstrating respect and fostering transparency across all levels of the organisation. By prioritizing a “soft landing,” the onboarding process ensured that the new CEO felt supported and integrated from day one. Key factors such as maintaining a positive attitude and avoiding scepticism were instrumental in creating an environment conducive to trust and long-term success.

Taking part in the panel discussion has reinforced my understanding that onboarding isn’t just a process of introducing a new hire to the company—it’s a dynamic experience where, at its best, both the organisation and the individual actively co-shape the journey. In my experience, when both sides engage fully, and involve all key stakeholders in a 360 perspective, it becomes a partnership, setting the foundation for lasting success and mutual growth.

Susanna Swann,
CHRO at Geneva Airport

Page Executive’s Support

At Page Executive, we offer support to create a seamless recruitment and onboarding process. This starts with treating both clients and candidates as equals, fostering a collaborative dynamic that allows for thorough due diligence and meaningful dialogue during interviews. We encourage a balanced approach, ensuring both parties have equal time to ask questions, share perspectives, and establish rapport.

Our ultimate success metric is time. A year after placing a candidate, receiving positive feedback from both the client and the hire is our greatest reward. We’re here to help you navigate each step of the process, from recruitment to onboarding and beyond. Reach out to me or one of our Page Executive team to start a conversation about improving and revitalising your approach to effective onboarding.

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Data Led, Agile and Customer Centric: Non-Negotiables for Today’s Consumer & Retail Leaders

Luciana Casado — Tue, 14 Jan 2025 08:52:54 +0000

Data Led, Agile and Customer Centric: Non-Negotiables for Today’s Consumer & Retail Leaders Luciana Casado

As we navigate through a constantly evolving consumer landscape, executive leadership in the consumer and retail sectors is undergoing a seismic shift.

By Steve Parkes, Senior Partner and Global Consumer & Retail Practice Lead, Hong Kong

Market conditions are drastically different to just a few years ago. Economic turbulence, shifting consumer preferences, and a new set of challenges have created a landscape where agility, data-driven decision-making, and conscious leadership are more important than ever before.

Having been in executive search for over 20 years, working with some of the largest brands in the world - from global FMCGs to consumer durables - I've witnessed how fundamentally the expectations on leaders have evolved. There’s one key standout: today, they’re expected to do much more than simply drive growth. Now, understanding the complexities of the market, fostering agility within teams, and being conscious stewards of both the business and its people are all basic requirements.

Where the Challenges and Opportunities Lie

A recent McKinsey report on the state of the consumer industry in 2024 highlights several key trends that present both challenges and opportunities for leaders in the sector:

Erosion of Brand Loyalty: Consumers are experimenting with new brands more and more
Value Consciousness: Rising demand for affordable yet quality products
Premiumisation: Increased interest in premium products within select categories
Digital Engagement: Adoption of digital channels for purchasing and engagement is rising
Health and Wellness: More emphasis on products promoting well-being
Personalisation: A growing desire for tailored experiences and offerings

The consumer landscape has changed – and is still changing – drastically. These insights highlight that in a highly competitive environment, there is a renewed focus on product innovation, personalisation, and brand differentiation to capture consumer loyalty and attention. The upshot of that is that leaders with a creative background in areas such as product development, marketing innovation, and brand strategy are in high demand. Experience with customer feedback loops, agile product development, and innovative design thinking is also especially valuable.

Let’s drill further down into the key skills, experience and mindsets needed to continue driving the sector forward…

The Data-Driven Leader: Moving Beyond Gut Instinct

For years, businesses relied on intuition and "gut instinct" to drive decisions. We saw this especially during the growth years when markets were booming - think about the rapid expansion in China or the surge in consumer spending during the pre-pandemic boom. Growth seemed like the goal, and leaders who could achieve year-on-year uplifts were celebrated. But now, as the market has stalled in many parts of the world and the economic outlook remains uncertain, businesses are moving away from growth for growth’s sake.

What we’re seeing today is a return to the fundamentals. Companies, especially those in the FMCG and luxury sectors, are realising that they can no longer afford to focus solely on the growth chart. Instead, they must get back to the basics: analysing data to better understand the customer and using that insight to drive innovation and efficiency. The need for leaders who can harness data, unpick consumer insights, and interpret analytics in the right way has never been greater.

Take, for example, the FMCG giant Nestlé. When its new CEO recently took charge, he made it clear that his vision for the company was to return it to its roots. It wasn’t just about expanding into new markets or launching new products - it was about remembering the core of what Nestlé was built on: high-quality products, efficient operations, and a deep understanding of the consumer.

This shift is not isolated. Across sectors, executives must embrace data analytics as an essential tool to navigate today’s marketplace. Leaders today are expected to have a firm grasp of customer behaviours, buying patterns, and even the psychological factors that drive purchasing decisions. It’s no longer enough to know your product inside-out; to lead effectively, you need to understand the entire ecosystem - from the online marketplace to the brick-and-mortar store, and even beyond that into the mind of the modern consumer.

Why Hiring from a Different Sector Could Help Power Success

As market conditions become increasingly volatile, leaders have got to be agile, able to pivot quickly, and open to fresh ideas. This is why one of the most crucial things companies can do is diversify their leadership teams - not just in terms of demographic factors, but in terms of experience and background.

Over the past two years, I’ve seen a growing trend in the way that global companies are hiring. One of the most telling case studies I’ve encountered involves a leading US-based consumer durables organisation that sought to diversify its leadership team by bringing in individuals from outside the consumer durables space. The goal was to infuse the team with new energy, faster execution, and a different perspective on what future success looks like. The candidate we placed (and who has been a success story so far) ended up coming from an FMCG background – something that may not have happened just five or ten years ago. This kind of cross-industry hiring is becoming essential to keeping businesses competitive in an environment where agility, fresh thinking and speed to market are crucial.

This approach to talent recruitment - focused on diversity of thought - has the potential to unlock entirely new avenues for success. Executives who bring fresh perspectives from different sectors can inject new ideas, challenge traditional assumptions, and create a more dynamic, pacy organisation. This is particularly important as we enter an era where the ability to innovate rapidly and stay ahead of consumer trends will define success.

The Leadership Trifecta: Agility, Purpose, and Adaptability

In recent years, we've seen an increased emphasis on purpose-driven leadership - those who don't just focus on profitability but also consider the social, environmental, and ethical impacts of their decisions. And, after the pandemic, many companies pivoted to embrace remote work, offer greater flexibility in the workplace, and prioritise employee wellbeing.

However – interestingly - I’ve spoken with several CEOs and hiring managers lately who have shared that the urgency around progressing areas such as employee wellbeing programs, DE&I targets and sustainability has somewhat plateaued. This is not to say these priorities are no longer important to them - far from it. But in the current climate, with economic uncertainty, cost-cutting measures, and intense competition, many businesses are putting more immediate emphasis on operational efficiency and top-line revenue.

I advise clients that, whilst financial and operational priorities persist, leading with consciousness will remain a critical differentiator. The ability to manage staff in hybrid environments, support remote team engagement, and implement effective digital collaboration tools will continue to be incredibly sought after skills. As will an understanding, passion and drive to progress the company’s impact on both the community and the environment.

A New Era of Leadership

The past few years have seen us move away from a growth-at-all-costs mentality and embrace a more sustainable, efficient approach to leadership - one that balances agility and purpose with profitability (read more on this from Deloitte).

With that in mind, those looking to hire new leadership talent must focus on three key areas: diversity of thought, agility, and conscious leadership. Leaders who can bring fresh perspectives, challenge traditional thinking, and balance purpose with profit will be the ones who drive the future of the consumer and retail industries.

A European viewpoint

In Europe, we’re seeing leaders adapt to key trends reshaping the consumer industry. Sustainability is driving strategic priorities, with executives embedding eco-friendly and ethical practices into operations. Enhancing customer experience is equally critical, as leaders invest in AI, personalization, and seamless digital tools to meet evolving expectations. The pandemic has also underscored the need for agility, prompting leaders to adopt technologies like blockchain and automation to build more resilient, transparent supply chains. These capabilities—strategic foresight, adaptability, and a focus on innovation—are increasingly essential for executives navigating today’s complex business landscape.

Cristina Ródenas
Senior Partner Consumer & Retail, Spain

Here at Page Executive, we’re fortunate to have access to unparalleled global data which has helped many of our consumer and retail clients to better understand the modern shopper and hire the right people to engage them. We have consultants on the ground in every market we operate in, which means that supporting our clients’ talent strategies is easier than ever.

If you'd like to discuss your executive talent needs or explore any of the ideas mentioned in this article, please reach out to me, or get in touch here.

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International Leadership: The Drive That’s Changing the Game for China

Luciana Casado — Tue, 19 Nov 2024 15:01:02 +0000

International Leadership: The Drive That’s Changing the Game for China Luciana Casado

As China continues its remarkable transformation into a global business powerhouse, the demand for leadership talent capable of navigating both domestic and international markets is more pressing than ever. Over the past 17+ years at PageGroup, I’ve witnessed firsthand how Chinese companies, once focused primarily on their domestic market, are expanding globally, reshaping industries, and challenging established norms.

Today, Chinese firms are no longer just local players - they are becoming key global competitors. This expansion, though full of opportunity, brings with it significant challenges, particularly in talent acquisition and leadership. As businesses seek executives who can bridge the gap between Chinese and Western business practices, executive search has become a vital part of China’s journey to international success.

Key Trends Shaping China’s Road to Globalisation

I’m often asked whether China is following in the footsteps of other global powers like Japan and Germany. My response is nuanced. While there are parallels, China’s approach is fundamentally different. Unlike Japan and Germany, which historically focused primarily on manufacturing as a driver of their global influence, China is embracing a far more holistic strategy. Today, China's globalisation efforts span multiple industries, driven by advanced technologies and a complex economic landscape, making its path to international prominence uniquely multifaceted.

Chinese brands are now leading the way in a variety of sectors, but the real push towards the country’s global growth lies particularly in technology, infrastructure and manufacturing, and cross-border e-commerce and consumer. For example, major brands like Huawei, TikTok, Tencent, Lenovo, Xiaomi, Transsion and BYD etc. are not just local leaders. Instead, they are making impressive inroads internationally, influencing the global talent market as companies seek leaders who can navigate both local and global landscapes.

Contributing factors to China's success include its vast market, strong government support, and a willingness to learn from global practices. However, challenges persist, particularly in managing geopolitical tensions and varying regulatory landscapes.

The drive for international expansion is fuelled by a saturated domestic market, compelling companies to explore new opportunities for growth abroad. Some of the key growth trends we are seeing here at Page Executive include:

Increased Investment in Technology: China’s digital economy is accelerating, particularly in cross-border e-commerce, industrial robotics, and advanced tech. R&D remains a priority, with firms like Huawei, Tencent, and BYD leading innovation globally. Cross-border e-commerce pilot zones and platforms such as Tmall Global, JD Worldwide, Douyin and WeChat Stores are central to this growth.
Strategic Engagement with Emerging Markets: China is enhancing its presence in Southeast Asia, Africa, and South America, focusing on trade, technology, and infrastructure projects. This strengthens China’s influence and creates new global growth opportunities.
Focus on Sustainability: China's dominance in the electric vehicle market continues to grow. The IEA's Global EV Outlook 2025 report indicates that electric car sales in China increased by almost 40% year-on-year in 2024, further driving up China's share of global electric car sales. By the end of 2024, China achieved a sales share of more than 50%, bringing the share of electric car sales close to 50% for the full year.

Navigating the Challenges and Opportunities in Executive Search

As Chinese companies expand, they need senior talent with the skills to manage cross-border operations and navigate local cultural nuances. However, recruiting international talent often presents challenges, from regulatory differences to overcoming negative perceptions.

Candidates for executive roles in Chinese-owned companies frequently raise concerns about:

Misunderstandings regarding work culture
Perceptions of rigidity and varying work pace
Lack of transparent processes and consistency

My advice to Chinese employers is to focus on building transparent processes and respecting local practices. Simple actions, like providing clear job descriptions and confirming interview schedules, can greatly improve the recruitment experience. Trust and autonomy are key factors for candidates, and companies that prioritise these values will attract top talent.

A common gap is that clients sometimes assume other regions share the same environment and culture as China. For example, I worked with a Chinese client who wanted their local CEO in Germany to be more proactive in suggesting growth strategies, not realising that the CEO was waiting for investment and direction from HQ.

As worldwide Exec Search specialists, we have a global view on local market operations enabling us to give in depth advice on this subject. I was recently briefed on a CEO search for a Chinese-listed materials company in Europe. The Chairman told me, “We need you to give us the answer, but first, help us identify the right question.”

Here at Page Executive, our “China Goes Global” initiative leverages our global presence to find candidates who bridge cultural and linguistic divides, driving growth and innovation. Our "one team" approach also fosters collaboration between China-based consultants and local teams, ensuring smooth communication and overcoming cultural barriers.

What Makes a Great “China Go Global” Candidate?

Another question I am often asked is: “What kind of international executive would be attracted by the Chinese business landscape, and who would thrive in this environment?” Well, in my experience, these types of roles require Conscious Leadership – candidates who possess those ever-critical soft skills on top of the technical – particularly in areas such as adaptability, cultural sensitivity, and awareness of the landscape in which they are operating.

We frequently see our clients looking for exec-level talent that possess a broad and strong skillset, typically including things such as:

Adaptability and Resilience: Leaders need to thrive in fast-paced environments
Cross-Cultural Communication Skills: Bilingualism in Mandarin and English is increasingly valuable
Experience in International Operations: A strong track record in managing complex projects is essential
A more entrepreneurial approach: Taking initiative and problem solving without the need for constant direction from HQ
Personal Traits and Soft Skills: Flexibility and a willingness to embrace risk are key, as are communication, change management and people management

We recently placed a CEO for a Chinese-listed company’s European business. Initially hesitant about the company’s size, the candidate assessed the opportunity by focusing on three key factors: the company’s core strengths and technology, consistent investment in international markets, and alignment with the chairman’s vision and work style. After a successful start, his hands-on approach, adaptability, and strong interpersonal skills have made him a great fit. Most importantly, his entrepreneurial mindset and decision to spend the first year learning from the chairman in China were key to his success - demonstrating the kind of proactive attitude that helps international candidates thrive in Chinese-owned companies.

A Mixture of Local and Global Support is Critical for International Expansion

Research from Harvard Business Review shows that companies with diverse leadership teams are 35% more likely to outperform peers in profitability, highlighting the value of cross-cultural competencies. At Page Executive, our global reach and collaboration with local teams enable us to deliver top talent for Chinese firms worldwide. Leveraging our global brand’s data, technologies, and insights, we can help clients navigate market nuances and mitigate cultural misunderstandings.

In fact, many of our client partners utilise our advisory solutions and tailored programmes every day, including:

Executive Assessment: We evaluate internal and external talent for senior roles through psychometric tests, interviews, and feedback, providing insights into leadership styles and cultural fit to strengthen leadership pipelines.
Executive Market & Talent Mapping: We offer intelligence on industry talent, emerging trends, and high-potential candidates, helping organisations align hiring strategies with long-term goals and foster diverse leadership teams.
Talent Insights & Compensation Advice: We provide guidance on competitive executive compensation, using global insights to benchmark salaries and structure packages that attract and retain top talent.
Leadership Coaching: Our tailored coaching programs support senior leaders with continuous feedback, helping them adapt, grow, and navigate career transitions or maximise time between roles.

Advisory in Action recently with a high-tech Chinese company

A recent example of how we’ve successfully delivered a full service, multi-market advisory solution is our collaboration with one of China’s leading technology brands, where we led a global training programme for over 40 Talent Acquisition leaders. The bespoke training, which was comprehensively designed by our network of global executive search experts specialising in our “China Goes Global” programme, focussed on critical hiring and onboarding practices. Fundamentally, it aimed to give them all the tools they need to power their global talent strategy, from contracts and compliance to cultural interviewing expectations, helping them to effectively attract and retain international talent.

Global Insights: How Japan and Germany Approach Older Executives

While Japan’s path toward embracing older executives is distinct, comparing it to other markets, such as Germany, offers valuable perspective. After all, both countries face similar challenges: ageing populations, talent shortages and a demand for bilingual professionals in multinational companies.

In Germany, the attitude toward older workers is notably different. There’s less emphasis on age and more focus on qualifications and expertise. It’s not unusual to see executives in their late 50s or 60s holding high-level roles. Age in Germany is often viewed as a marker of wisdom and experience, not a drawback.

Education plays a significant role in this mindset. In Germany, holding a PhD or specialised qualifications is highly valued, regardless of age. This contrasts with Japan’s traditional focus on company loyalty and internal career progression.

Another critical difference is language. While English proficiency is important in both countries, Germany tends to be more flexible with non-native speakers in leadership positions as long as they have the right skills and experience. This openness allows Germany to tap into a broader talent pool across the European Union.

Japan could benefit from adopting some of these practices, especially when valuing specialised expertise and embracing diverse backgrounds. At the same time, Japan’s growing acceptance of older executives could serve as a model for other Asian nations facing similar demographic challenges.

The Future for China: Embracing the Global Leadership Landscape

As China expands its global influence, businesses face a growing demand for leaders who can succeed both locally and internationally. Finding top-tier global executives who can bridge cultural gaps and drive sustainable growth is challenging, but the rewards are significant. Through our “China Go Global” program, Page Executive helps clients build leadership teams that can succeed worldwide. With our deep understanding of local and global talent markets, we leverage a global network to support Chinese organisations in their international growth journey, providing tailored services like executive assessment and leadership coaching to help them navigate challenges and embrace innovation.

To find out more or talk to myself or one of our China Go Global team, please get in touch here.

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Why organisations keep getting DE&I leadership wrong — and what they can do about it

Luciana Casado — Thu, 18 Jul 2024 08:13:02 +0000

Why organisations keep getting DE&I leadership wrong — and what they can do about it Luciana Casado

Page Executive Partner, Catherine Osaigbovo, reflects on her recent webinar Building Trust: Safeguarding Against Reputational Fallout in DEI Leadership Selection.

By Catherine Osaigbovo

The DE&I industry is set to hit almost $25 billion by 2030. However, with no universal approach to DE&I leadership and strategy, companies are hamstrung by a lack of clarity, competency and compliance.

This challenge is compounded by the absence of standardised DE&I qualifications and the prevalence of unqualified individuals occupying critical roles. Too often, organisations don't understand the role they're trying to fill. They hire based on passion, lived experience or personality as opposed to demonstrable technical DE&I knowledge, leading to ineffective DE&I strategies that fail to deliver sustainable results.

So how do we get a grip on it? How do we break this cycle and start laying the ground for consistent and successful DE&I in leadership?

As a Page Executive Partner, I’ve witnessed firsthand the transformative power of competent DE&I leadership. Drawing on my experience and insights from speakers at a recent Page Executive webinar, I’m going to outline what DE&I leadership roles entail, some of the common hiring mistakes and what companies can do to make their DE&I initiatives meaningful, impactful and sustainable.

Understanding the role of a DE&I leader

A DE&I leader is responsible for implementing strategies that foster diversity, equity and inclusion in a company. These strategies can come in the form of policies and programmes, such as shaking up hiring methods and setting up employee resource groups (ERGs). However, it is equally important to run training and development to change the day-to-day culture of the company.

The benefits are clear:

A competitive edge through diverse opinions, decisions and innovative ideas
A more engaged and productive workforce
Improved employee satisfaction and retention
A stronger organisational reputation
Improved mental health and reduced levels of burnout

However, according to the Development Dimensions International’s Global Leadership Forecast 2021, only 27% of HR respondents considered their diversity programmes as "high" or "very high" quality. Even more concerning, 15% reported that they lack any kind of formal diversity and inclusion programmes.

Faced with a lack of structure, genuine experts who are already few and far between regularly see companies continuously fall into the same traps.

Common mistakes in hiring DE&I leaders

As CEO of the Competence Center for Workplace Equity (CCWE), Ashanti Bentil-Dhue takes a keen interest in guiding businesses to more strategic hiring techniques. In our webinar, she covered some of the most common pitfalls businesses run into when recruiting for key DE&I positions.

Hiring passionate individuals rather than skilled leaders

CCWE has observed that DE&I hiring often values lived experience and a passion for social justice and activism over tangible skills. While this may be positive from an ethical perspective, it doesn’t necessarily translate into senior leadership buy-in or sustainable strategies and use of resources. Good will alone doesn’t guarantee success; leaders need concrete competencies that they can apply to the realities of a modern-day business.
Overlooking the need for structure and goals

Failing to set clear objectives is another common mistake that usually comes from the hiring team not being clear on what they need from their DE&I expert. Even the most qualified profile will fail if their role is unclear and there is no shared understanding of what success looks like. To avoid this, establish concrete goals and performance indicators that align with your organisation’s strategy and base the job description on those goals.
Prioritising personality over a proven track record

An overemphasis on charisma is a similar stumbling block based on a lack of understanding of the role. Without a deep understanding of what it takes to make a sustainable impact, it’s easy to be swayed by a candidate who speaks eloquently or has a magnetic personality.

Ashanti recommends digging into the details, and asking: “What have you actually done? What did you drive? How did you do it? Did you build it from the ground up?”
Turning to a speaker instead of a strategist

Hiring an educator or spokesperson, rather than an integral part of your leadership team is easy to do — there are a lot of them out there. While part of DE&I leadership involves teaching, you need someone who matches your company culture and can implement structural changes from within.

Establishing a competency-based approach

With no professional body or qualification to prove competence in the DE&I, PageGroup and others are on a mission to fill the knowledge gap. Recently, CCWE ran global surveys, interviews and focus groups, and came up with 13 key competencies that DE&I professionals need. In our recent webinar, Ashanti gave four key examples:

Practising with neutrality: Separating political and personal views from what the organisation actually needs.
Being a neutral source of expertise: Basing advice on evidence and research, not on personal narratives.
Taking an intersectional approach: Seeing inclusion as an all-encompassing effort, instead of focusing on one demographic and alienating others.
Repairing and restoring: Rebuilding trust after broken promises and managing emotions across the board.

Ashanti believes that moving towards a competency-based approach earns DE&I leaders a seat at the executive table because senior leaders see value in their strategic thinking and organisational alignment. “They become an asset rather than, to be quite honest, sometimes a fly in the oil for their colleagues.”

4 steps to secure the right hire

Get leadership and organisational buy-in

As a new discipline, it can be challenging to convince leaders and the organisation at large about the need for DE&I leadership. A prescriptive approach could be met with ambivalence at best and resentment at worst.

However, Hayley Mann, VP of People at Formula E, got around this by running company-wide forums. Employees were encouraged to share how they felt and what they saw as important to help them thrive. “We did a lot of engagement with the organisation to make sure they understood why we were asking these questions and why we were focusing on this agenda.”
Decide what success looks like

Hiring a DE&I leader without having internal expertise can lead to poor decision-making. Hayley was upfront about this in our webinar, saying “We felt we needed internal resources, but we weren’t clear on what we needed them to deliver.”

Hiring Ashanti as a consultant, she made a clear action plan of what the role needed to be. Hayley then used that as a focal point to write a job description that would attract the right person.

Page Executive’s global DE&I Solutions division, led by Director Joanna McCrae, advises our clients on their DE&I strategies and how to create an inclusive hiring process.
Take your time

Although there may be a lot of pressure for you to move fast and show results, Ashanti urges companies not to make reactionary hires. “Slow down and get clarity on what your objectives are and what they need to deliver.” That understanding helps you be more accurate as you review and interview candidates, and avoids wasted time and resources through high turnover.
Turn to an experienced consultant

Hayley claims her move to get Ashanti on board was at the core of her success in hiring Eve, Formula E’s Equity, Diversity & Inclusion Manager. Ashanti’s guidance turned what could have been a pot-luck approach into a shrewd, confident decision with a clear roadmap ahead.

As there are still so few playbooks on how to hire successfully in the DE&I space, the value of expert advice can’t be underestimated. Consultants help by:

Guiding decision-makers through the DE&I leadership hiring process
Transmitting the potential of inclusivity
Building sustainable DE&I strategies
Getting leadership and organisational buy-in
Offering action plans, not just positive words

If you want to develop a clear and effective strategy for a more equitable workplace, reach out to your local Page Executive team.

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Hiring Smart: The Future Chief Financial Officer

Daniel Whitehead — Wed, 26 Jun 2024 10:27:11 +0000

Hiring Smart: The Future Chief Financial Officer Daniel Whitehead

The 'F' in CFO doesn’t stand for “Future Proofer”, but it might just as well. Gone are the days when chief financial officers sat in the back office, poring over spreadsheets. The modern finance leader is in the thick of the action, navigating new ESG regulations, masterminding M&As and devising innovative strategies to keep their firms competitive.

By Christopher Knight and Tom Smith

But, don’t just take our word for it. Recent research by Accenture found that the vast majority (93%) of CFOs agree their responsibilities are much greater today than in the past. And 9 out of 10 say they call the shots on business-critical decisions that impact the entire organisation, not just finance.

As executive recruiters specialising in finance, we’ve witnessed this transformation firsthand. Describing the modern CFO as a number cruncher is like describing a skilled diplomat as a professional handshaker. It captures only a fraction of what they do. They need to be nimble, adaptable and comfortable with uncertainty. Relationship-building skills are a must, both inside the company and with external stakeholders.

In other words, today’s CFO needs to be a conscious leader – something we’re a big fan of at Page Executive. Let’s take a closer look at this fast-changing role and explore what it takes to secure visionary financial leadership for your business.

Today’s CFO: Unsung Heroes of Business Transformation

Financial expertise is table stakes for the modern CFO. The most successful ones also:

Get into the weeds: They’re not afraid to roll up their sleeves and understand the company at a granular level.
Influence the influencers: They are trusted as mentors and sounding boards, influencing other decision-makers in the C-suite and boardroom to shape the company’s long-term direction.
Act as the voice of (financial) reason: They’re unafraid to constructively challenge the commercial and operations teams to ensure decisions are grounded in solid financial principles.
Get the most out of a hybrid workforce: They’re tuned in to the expectations of a post-pandemic workforce, creating a supportive environment where everyone can do their best work, regardless of location.
Build bridges and tear down walls: They’re skilled at building relationships with diverse stakeholders, both internally and externally.
Communicate with clarity: They can boil down complex information into clear, actionable messages that rally teams around transformation programmes.

Beyond Spreadsheets: AI and the Tech-Savvy CFO

While the above list covers plenty of critical CFO skills, there’s one glaring omission: technology. According to a recent Gartner survey, leading digital transformation efforts is the top area CFOs are focused on in 2024. And for good reason.

Artificial intelligence (AI) and other digital tools are transforming the finance function. CFOs who welcome these technologies can make more informed, data-driven decisions. AI-powered solutions like Workday, ADP, Business Insights and Power BI offer valuable insights, freeing up finance professionals to focus on work that really moves the needle.

When we talk to finance leaders, we see a clear trend. The most confident CFOs view artificial intelligence as an opportunity, not a threat. They’re excited about using AI-powered forecasting to (say) predict cash flow, spot potential risks and optimise working capital.

They also know AI has its limits. They wouldn’t get on a plane flown by AI (at least, not yet). For everyone who’s had a frictionless customer experience with an AI chatbot, someone else has torn their hair out in frustration. In reality, softer skills like empathy, communication and relationship-building are hotter than ever.

And that’s where conscious leadership comes in. We believe the most effective CFOs in the digital age will be those who can balance tech savvy with emotional intelligence. They’ll leverage AI to make smarter decisions while also training their teams to approach AI insights with a healthy dose of scepticism. They’ll understand that while AI can crunch the numbers and spot patterns, it takes human skill to negotiate a tricky contract or win over wary investors.

The Hunt for the Strategic CFO: A Proactive Approach

When a CFO vacancy pops up unexpectedly, companies often find themselves scrambling to fill the position. In the rush, they might even settle for a candidate who’s not quite the right fit. But there’s a better way. A proactive approach involves identifying potential successors early on and giving them the development opportunities they need to round out their skill set. It’s about exposing them to the bigger business picture and elevating their leadership profile across the organisation and with the board.

Of course, there will be times when an internal successor isn’t available, and you need to cast a wider net. When that happens, don’t just focus on the resume. Look at candidates’ cultural fit, leadership style and ability to build relationships. Pay attention to those with a track record of championing technology and innovation.

What about tenure in previous roles? It’s worth noting that CFO rotations are on the rise, which can impact business stability. According to EY, almost two-thirds (64%) of Fortune 250 CFOs appointed between 2016-2020 left by year five, compared to only 47% of those appointed between 2001-2015. The long-held custom of CFOs staying in their role for 5+ years is fading. Interim CFO hirings per year in Fortune 250 transitions have almost doubled in the last decade, with less than a third moving into a permanent CFO role at the company.

These are essential factors to consider, but remember that the “three-to-five-year” timeframe is pretty common for CFOs. Anything less than 18 months might raise some red flags, but a series of three-to-five-year stints (we believe) can actually be a good thing. It demonstrates a breadth of experience and adaptability.

Diversity: Yes, Everyone Talks About It. Yes, It Really Matters.

Diversity in leadership. It’s the hot topic in every HR meeting and industry conference. Naturally, it can feel a bit like a broken record at times. But it’s not just a fad. It’s a real necessity. That’s why we don’t just nod along when our clients mention diversity. We actively encourage it. “Have you thought about diversifying your candidate pool?” It’s a gentle nudge we give in every search.

And our clients are listening. Just recently, we placed two African American CFOs in top roles. We’re also seeing more women in the CFO seat than ever before. This year, we’ve placed an equal number of men and women in finance leadership roles.

We’re committed to finding the best candidates, full stop. That means looking beyond traditional networks and actively seeking out individuals from underrepresented groups. We tap into resources like LinkedIn groups, professional associations, and organisations such as the National Association of Black Accountants. Our goal is to build diverse pipelines of talent that reflect the world we live in.

We’ve also observed a positive trend in companies’ willingness to hire older candidates, recognising the value of their experience and expertise. While ageism can still be a factor, as it’s often easier to discern a candidate’s age than their race on a resume, many organisations are embracing the benefits of a multi-generational workforce.

A great example of this is our recent placement of a CFO at RH White, a family-owned construction company based in Worcester, MA. RH White was looking to replace their soon-to-retire CFO with a candidate who could seamlessly transition into the role, lead the accounting team and be a trusted partner to the executive leadership team. The ideal candidate would have experience navigating the generational transition within family-owned businesses.

Our multi-pronged search effort resulted in a shortlist of 12 candidates, from which RH White interviewed five and narrowed it down to two finalists. The successful candidate came with an excellent finance leadership track record within the construction sector and, critically, had prior experience managing inter-generational succession planning for family-owned companies. Despite the successful candidate likely to be taking their last full-time CFO role before retirement, RH White recognised the immense value this experience brought to the table.

In the end, finance leaders are judged on their strategic vision and people smarts. Technical expertise is a must, but soft skills often make the difference when candidates get in front of the CEO for the make-or-break final interview. At this point, the chief executive may not be asking themselves, “Can this person leverage AI for financial modelling and forecasting?” They may just as easily be thinking, “Can I see myself getting along with this person for the next few years?”

Page Executive in Action: How We Walk the Talk in Executive Finance Placements

> Empathy & Expertise in the Architectural, Engineering & Construction Industry

CHA Consulting, Inc., a major player in the engineering and construction world, was growing fast. They needed a VP, Corporate Controller to oversee their accounting operations, and they turned to Page Executive to help.

Initially, CHA was looking for someone in the Northeast. But because CHA listened to our advice to look further afield, the standout candidate came from a surprising place: a small town in Alabama, from one of their direct competitors, Hargrove Associates. This experienced finance leader had a proven track record, boasting expertise in everything from technical accounting to M&A due diligence. But what really impressed us was her exceptional leadership skills and ability to connect with people.

After a series of virtual and in-person interviews, CHA were won over by this candidate’s deep understanding of their business, her passion for their growth plans and her genuine desire to mentor their team. Her ability to empathise and listen, combined with her technical expertise, made her the perfect fit.

This hire highlights the value of Page Executive’s extensive talent network, which allows us to look beyond the usual hotspots. The right person can shine, no matter where they’re from.

> When Medical Science Meets Finance: Finding Common Ground

Our client, a pioneering force in the organ transplant industry, found themselves at a crossroads. With a rapidly growing demand for their life-saving organ preservation products, they knew it was time to bring their financial leadership in-house. But this was no ordinary CFO search. The ideal candidate had to be a bridge-builder, capable of connecting the world of finance with the science-driven operations of the company.

After a rigorous selection process, we found our ideal candidate. With a strong foundation in finance, they had already proven their ability to lead accounting teams in the medical field. However, it was their infectious curiosity and eagerness to learn about the world of organ transplantation that truly stood out. They asked thoughtful questions, showcasing a clear grasp of the company’s mission and a sincere desire to be part of something bigger.

The candidate’s down-to-earth nature and openness to new ideas quickly won over the scientists and doctors. They had a knack for translating complex medical jargon into practical financial plans, and their ability to connect with the team on a personal level was key to their success. Finally, their leadership was instrumental in securing a significant Series B funding round, propelling the company into its next phase of growth.

Futureproof Your Business: Partner with the Best to Find Your Strategic CFO

At Page Executive, we understand the unique challenges and opportunities facing today’s CFOs. We’re committed to finding the right fit for your company, whether it’s an experienced industry veteran or a rising star with a fresh perspective. We’re not just recruiters; we’re trusted advisors who are passionate about helping organisations achieve their full potential.

Unlike many of our competitors, we take a hands-on, consultative approach. We pride ourselves on our speed and efficiency, recognising the urgency of filling critical leadership roles. Plus, our unique fee structure ensures that we’re incentivised to find the right fit for your company, not just to keep the search going.

If you’re looking for a CFO who can not only crunch the numbers but also innovate, inspire your workforce and nurture the best talent, get in touch with one of our Principals and Partners now. Connect with us on LinkedIn - Christopher Knight or Tom Smith - and let’s start a conversation about your needs. We’ll help you find the multi-faceted financial leader your rivals wish they had.

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Executive Interim Leadership: The Ace Up Our Sleeve

Daniel Whitehead — Fri, 19 Apr 2024 15:26:22 +0000

Executive Interim Leadership: The Ace Up Our Sleeve Daniel Whitehead

Some executives spend decades at a company, doing a solid job but leaving no legacy. Others come in for just six months and change the business forever, sparking innovation, shaking up old processes and lifting morale. In leadership, tenure isn’t everything. It’s what you do with your time that counts.

By Aaran Dosanjh, Senior Partner

I am fortunate to be responsible for both Interim Management and Executive Search for my clients, but I feel interim management is not talked about enough. So, let’s talk about this group — the interim executives who drive significant and lasting change in a short period. What’s the secret to their success? And how does Page Executive consistently find the right interim leaders for our clients?

To start answering these questions, we need to take a quick detour to the 19th century and learn a valuable lesson from one of the greatest presidents of the USA.

The Art of Sharpening the Axe

Abraham Lincoln once said, “Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.” When companies face an unexpected leadership gap, they often feel pressure to find a replacement quickly. But just as Lincoln understood the importance of prepping his tools before tackling a task, I believe in taking the time to carefully assess and select candidates who have the right qualities and skills to succeed in an interim role.

When I’m searching for interim leaders, I look for three key qualities one would expect to find in a modern-day conscious leader: honesty, humility and emotional intelligence. Honesty builds trust and credibility with teams and stakeholders. Humility allows leaders to recognise their own limitations and seek input from others. And emotional intelligence enables them to navigate complex interpersonal dynamics and build strong relationships.

I also think a great interim executive should err on the side of over-communication. During times of change and uncertainty, people crave information and clarity. Successful interim leaders understand this and make communication a top priority, ensuring that everyone is working towards a clear, common goal.

What else gives them their edge? At the risk of giving you the idea that I’m obsessed with U.S. history (or Broadway musicals, for that matter), I can’t help but think of a lyric from Hamilton that captures what sets the best interim leaders apart: “In the eye of the hurricane, there is quiet for just a moment.” Amid the chaos and turbulence of a challenging business environment, these leaders can find that moment of calm and clarity. This allows them to step back from the day-to-day firefighting and think strategically about the future.

Of course, the best interim leaders don’t just hunker down. They also have the courage to step back into the storm and drive change when needed. They are unafraid to challenge the status quo and push for the behavioural and process adaptations they know are necessary to drive transformation. This combination of strategic thinking and bold action is what enables them to make a lasting impact in a short amount of time.

How I Identify Interim Conscious Leaders

So, how do I gauge these qualities when assessing candidates? One of my favourite – slightly unorthodox – questions is, “What was your worst moment in a recent assignment?” This question often reveals a candidate’s true character and leadership style. I want to know how they handled the toughest challenges, the lessons they learned from the experience and how they applied those insights going forward.

I also pay close attention to how candidates talk about their experiences. Do they take ownership of their mistakes or shift blame onto others? Do they emphasise personal growth and learning or gloss over the difficult parts? How candidates frame their experiences speaks volumes about their self-awareness and growth mindset.

But I don't just rely on the candidate's own account. References play a crucial role in painting a complete picture. I reach out to a diverse range of people who have worked with the candidate - peers, subordinates and superiors. I ask them to describe specific instances where the candidate's leadership was put to the test.

Did they maintain composure and clarity of purpose under pressure? Were they able to rally and motivate their team in the face of setbacks? Did they demonstrate empathy and emotional intelligence in their interactions? The insights gleaned from these conversations are priceless in assessing a candidate's leadership mettle.

By asking tough questions and seeking honest feedback, I can separate true conscious leaders from those who merely talk the talk. This comprehensive evaluation process ensures my clients get the resilient and innovative leaders they need to succeed.

Turning the Tide: The Power of Unbiased Leadership in Corporate Turnarounds

In the world of corporate turnarounds, finding the right interim leader can make all the difference. Let me share a recent success story that illustrates this point.

Our client, a £1bn turnover global manufacturing company facing significant financial challenges, needed a Transformation Director to streamline their ERP systems and rationalise their manufacturing footprint. This complex task required a battle-tested leader with a proven track record of driving change.

After a thorough search, we identified the ideal candidate. This individual had a wealth of experience in manufacturing transformations and a strong background in Lean Six Sigma and continuous improvement. But their key differentiating qualities were — you guessed it —honesty, humility and emotional intelligence.

Once on board, the new Transformation Director quickly got to work. They brought in two Programme Directors; one focused on manufacturing and the other on ERP Implementations. Together, they streamlined the company’s extensive 27 ERPs down to just six, moved to a new shared service function and closed several sites that weren’t part of the company’s long-term strategy. This led not only to significant short term cost savings by reducing their manufacturing footprint and legacy estate, but also in creating more efficient working processes within Transactional Financial services for the business.

What made this transformation program particularly successful, was the interim leader’s ability to make unbiased decisions. They weren’t tied to the organisation’s past or worried about their own long-term career prospects. Instead, they were able to objectively assess the situation and make the tough calls needed to ensure the company’s survival with no political agenda.

The results speak for themselves. Not only did the transformation help the company navigate the various post COVID-19 pandemic challenges, but it also set them up for long-term success. And it all started with finding the right interim leader – someone with the technical skills, experience and leadership qualities needed to spearhead lasting change.

From Startup to Scale-Up: The Importance of Asking “Why?”

Honesty and humility are just as crucial for executive recruiters as for executives. At Page Executive, we strive to find the perfect match for our clients every single time (apologies for the cliché, but it's true!) — and sometimes, that means changing course completely and asking the right questions to understand the client’s actual needs.

We once worked with a venture capital-owned startup looking to implement corporate best practices to support their growth. They needed an interim leader to help them scale up and professionalise their operations.

However, our initial placement struggled to make the desired impact. Armed with extensive corporate experience, the interim executive tried to implement the same strategies and processes they had used in larger organisations. But the startup wasn’t ready for such a significant leap forward.

This experience taught us the importance of asking “why.” We needed to dig deeper to understand the startup’s unique challenges and goals. Were they looking to implement corporate best practices wholesale, or did they need a tailored approach that fit their current growth stage?

With this newfound perspective, we went back to the drawing board. We replaced the initial interim executive with a candidate who had experience in both corporate environments and the startup world. This leader understood the importance of taking a staged approach to growth, focusing on the foundational elements before moving on to more advanced strategies.

The results were remarkable. The new interim leader worked closely with the startup’s team to implement best practices appropriate for their current stage of development. They helped the company put in place the systems and processes needed to support their growth without overwhelming them with too much change too quickly.

In the end, the project was a resounding success. The startup scaled up its operations effectively, setting the stage for future growth and success. It all started with taking a step back, asking the right questions, and finding an interim leader who could meet the company where they were at.

The Page Executive Edge: Connecting Dots for Transformative Solutions

For some executive recruiters, finding the right interim leader is about matching a candidate’s technical skills and background to a client’s requirements. At Page Executive, that’s just step one.

Often, clients come to us with a specific idea of the candidate they need. They might say, “We want someone from industry A, B, or C who has delivered projects X, Y, and Z.” But our job is to show them the value of diversity of thought and experience. We help them realise they already have a fantastic skill set and deep understanding of their organisation. They need someone who can infuse new ideas and best practices from other industries, sparking innovation and lasting change.

Remember when the retail industry was scrambling to find candidates from within their own sector to lead their digital transformation efforts? They were all expanding their e-commerce and direct-to-consumer channels, but why limit yourself to someone from traditional brick-and-mortar retail when you could bring in a candidate from FinTech or another industry further ahead in their digital journey?

That's where Page Executive really shines. With our team's collective experience spanning multiple industries and countries, we can connect the dots in ways other recruitment and search firms simply can't. We look beyond the obvious and find interim leaders who can bring knowledge and insights from different environments and, critically, a proven track record of delivering significant change within tight timeframes.

Take the first step towards transformative interim leadership by getting in touch with us today. We can't promise you the next Abraham Lincoln, but we'll certainly find you an interim leader who will bring fresh perspectives, challenge the status quo and drive your organisation towards rapid, sustainable success.

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Beyond the Lab: The Search for Conscious Leaders in Healthcare & Life Sciences

Daniel Whitehead — Wed, 13 Dec 2023 10:08:24 +0000

Beyond the Lab: The Search for Conscious Leaders in Healthcare & Life Sciences Daniel Whitehead

When I think about why someone would want to work in healthcare & life sciences (HLS), the real question strikes me: why wouldn't you? It's a field that goes far beyond just making a difference.

by Simonetta Saprio, Senior Partner & Global HLS practice Lead

Imagine being part of a team that rolls out a successful vaccine. You'd go to bed each night knowing your work might have saved countless lives. In HLS, every day is a chance to bring health and hope to people worldwide. But, as compelling as this field is, finding the right talent for HLS is increasingly tough.

More than 70% of companies in this sector are ramping up their workforce but face high turnover. A skills gap is emerging as technologies like genomics and artificial intelligence (AI) become crucial in healthcare. Plus, there's a real need for more diversity at the top -— right now, only 17% of CEOs in biopharma are women, and only 13% are from underrepresented groups.

We're at a turning point, in need of conscious leaders — people who understand the industry's technical complexities and deeply connect with its mission.

The Three Pillars of Conscious Leadership in HLS

But what do we mean when talking about conscious leaders?

To provide value to our clients, we need to be able to unpack what this means and how it solves some of the challenges the HLS industry is facing. Here are what I regard as the three pillars of conscious leadership.

1. Aligning Values with Vision

Aligning a leader's values with the company's vision isn't just important — it's everything. It's not about searching for "yes-men" or "yes-women" who just echo what a company stands for. Instead, it's about identifying those rare leaders who genuinely connect with a company's core values and bring their unique insights to spark innovation and growth. When a leader's values mirror the organisation's culture, they don't just blend in – they become a driving force for meaningful progress.

2. Emotional Intelligence: The Unseen Lever

Emotional intelligence (EI) isn't just about reading the room. It's about leading teams with impact and empathy. The author Daniel Goleman identifies five EI competencies crucial for leaders:

Awareness: Imagine an acutely self-aware biopharma leader. They recognise their emotional triggers and biases, enabling them to remain composed during high-stakes drug trials or regulatory reviews.
Self-control: Consider a medical device executive facing a product malfunction crisis. Their ability to maintain emotional stability and exhibit patience is critical. It ensures responsible decision-making in situations that directly affect patient safety and company credibility.
Motivation: A motivated leader in a pharmaceutical research lab can galvanise a team through years of drug development. Despite technical setbacks or market changes, their drive keeps the team focused and innovative.
Empathy: Take the case of a healthcare service provider leading a team in patient care. Their empathy helps them understand patients' experiences, leading to more compassionate and effective healthcare solutions. This empathy bridges the gap between clinical treatment and patient-centred care.
Social skills: Think beyond just small talk at networking events. Imagine a leader at the helm of a biotech startup. Here, their social skills are key to bringing together diverse teams — from the lab researchers to the business development people. It's about making sure everyone is on the same page, working towards common goals like growing the business into new markets.

3. Assessing motivation

Getting to the heart of what motivates a candidate can be the most revealing part of recruiting. What's really driving them right now in their career and life? Are they fuelled by the thrill of tackling new challenges, the urge to innovate or a deep-rooted desire to make a real difference in the world? From my experience, when a leader’s drive mirrors the organisation's objectives, the possibilities for meaningful change are extraordinary.

A roadmap to finding conscious HLS leaders

So how do you find HLS talent that embodies these three pillars of conscious leadership? Let's break down a few practical strategies.

> Build Trust and Transparency

Conducting in-depth interviews: Engage in thorough, open-ended interviews with both clients and candidates. For example, when working with a biotech firm, ask about their long-term vision in areas like drug development and explore the challenges they’re facing, such as navigating regulatory regimes in new markets.

Keeping everyone in the loop: Maintain regular check-ins throughout the recruitment process to build trust. This could involve weekly sit-downs to chat about how things are evolving and what feedback you're getting from candidates.

> Focus on Diversity and Inclusion

Casting a wider net: Actively seek candidates from diverse backgrounds and sectors. For instance, consider a candidate from a tech background, if and where possible, for a senior role in a pharmaceutical company to bring fresh perspectives.

Inclusion training for recruiters: Implement regular inclusion training for your recruitment team, ensuring they understand the critical role of diversity in driving innovation and patient-centric solutions in HLS.

> Look beyond the resume

Behavioural assessments: Use tools like psychometric testing to assess a candidate's leadership style and adaptability. At Page Executive, we have a specialised senior team focused on executive assessments. Our approach extends beyond merely administering tests. We delve deeper, utilizing motivational interviews to uncover specific behaviours and motivations of candidates. This method allows us to determine their alignment with the company's values and assess whether the company can fulfil their expectations. For example, how would a candidate for a top role in a medical device company lead a team through a technology shift?

Real-world scenarios: Throw hypothetical but relevant curveballs at candidates and see how they respond. For instance, how would they lead a team through a regulatory hurdle or a product launch?

> Dig into what drives candidates

Deep-dive interviews: Ask candidates about career highlights and what they found fulfilling in those roles. If someone's been a champion for patient rights in the past, that's a bright green flag for a patient-first company.

Career mapping: Chat about where candidates see their careers going. This can help figure out if they're in for a quick sprint or a marathon with the organisation.

> Look for the right mix of skills and spirit

Getting everyone's take: When looking for someone like a lab director, ask around — R&D, operations, even marketing — to get a 360-degree view of how this person might fit into the bigger picture.

Customised assessment criteria: Create criteria that weigh up both the hard skills and the softer, human side of leadership. For example, for a clinical trial manager position, weigh candidates' project management skills alongside their ability to inspire and rally a diverse team.

Page Executive's Unique Approach

The only way to find conscious leaders is through conscious recruitment. At Page Executive, we're on the lookout for those special individuals who can drive an HLS company forward, not only with their knowledge and experience but also with their vision and values. It's not enough to find a good fit for the role. We want to find leaders who will be catalysts for transformation and growth.

Case Study: Leadership Transformation in a Rare Disease Company

In a recent project with an international rare disease company, we faced the challenge of finding exactly those sorts of leaders. This company, operating in a highly specialised market, was undergoing a significant transformation, focusing on new therapeutic areas in rare diseases.

The plan was ambitious: to revamp four out of seven positions on their leadership team. For a company in the rare disease sector, where teams are typically lean, this was no small feat. Our goal extended beyond just finding candidates with the right technical know-how; it was about piecing together a team ready to embrace change and make a meaningful impact in the rare disease space.

Our search included roles like the Medical Director, the head of a business unit covering two therapeutic areas and a community engagement and communication head. The latter was particularly crucial, as it involved bridging the gap between the company and patient communities, requiring skills in both internal and external communication, as well as patient advocacy.

The toughest part? Assessing candidates not just on their technical abilities but on their behaviour, leadership style and how they fit into the broader system. This involved a deep dive into their past professional and personal experiences, leadership track record and ability to adapt to market changes.

As we wrapped up the project, the feedback was overwhelmingly positive. We not only filled the positions but also helped the company reshape its leadership team in a way that mirrored its values and mission.

The Future of HLS Leadership

The HLS sector is at a crossroads, with rapid technological advancements and a growing focus on personalised healthcare. Leaders in this space must embrace new paradigms, from patient-centred care models to integrating AI and digital tools in healthcare delivery. It's about leading the charge in transformation, not just keeping pace.

With our deep industry expertise and tailored approach, Page Executive is uniquely positioned to meet these recruitment challenges. Drop us a line, and let's work together to identify and nurture the next generation of HLS leaders.

Looking to build a Sustainability function in your organisation? Download our free eBook now.

> Contact Simonetta Saprio
> Discover more about Healthcare & Life Sciences at Page Executive
> Explore more of our Conscious Leadership series

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Executive Recruitment in Financial Services: What’s Changing and Why It Matters

Daniel Whitehead — Mon, 06 Nov 2023 14:04:47 +0000

Executive Recruitment in Financial Services: What’s Changing and Why It Matters Daniel Whitehead

When I first stepped into the recruitment and financial services industry over a quarter-century ago, I heard whispers that recruitment was a dying field — destined to be eclipsed by technology. Fast forward to today, and it's clear just how wrong that idea was. I've seen monumental shifts, from the fall of financial giants in 2008 to the rise of fintechs in recent years. And if there's one lesson I've learned, it's that this industry is anything but static.

By Paul Webster, Managing Partner Page Executive

So, what’s new as we head into 2025? I want to dig deeper into the escalating complexity of the talent landscape, the role of adaptability in today's job market, and the disruptive influence of emerging technologies like Artificial Intelligence. Above all, I'd like to highlight what truly sets Page Executive apart in this dynamic field — the human touch that shapes our approach to executive recruitment.

Redefining the ‘perfect candidate’: how the talent equation shifts in 2025

Traditional banks once dominated the financial talent pool, attracting graduates to stable, lucrative careers. Today, banks face stiff competition from private equity firms, hedge funds, asset management firms and fintechs.
This diversification of career options has complicated the talent landscape. We're not just talking about competing for fresh graduates anymore; we're talking about retaining seasoned professionals who are being lured away by promises of innovation and disruptive thinking elsewhere.

Page Executive gets it. We don't just focus on qualifications or professional pedigree. We look at a candidate's wider skill set — adaptability, digital literacy, entrepreneurial thinking and so on. The world has changed, and so has the blueprint for the perfect candidate.

The global talent market and the need for flexibility

Thinking globally is crucial in executive recruitment today. Borders don’t limit us. The most exceptional talent may reside thousands of miles from your corporate HQ.

I recently worked with an overseas family launching a private equity firm in the United States. What set them apart was their willingness to hire a CEO from anywhere in the country, offering flexible work arrangements and a relocation package that included housing and schooling.

This flexible approach wasn’t about making my life easy. It was about expanding the client’s access to top executive talent across the U.S. The flexibility also made the company more appealing to candidates, showcasing its open-minded and progressive culture. We ended up finding a candidate who was not only a perfect fit skill-wise but also an excellent match for the family’s culture and vision.

Looking ahead, flexibility in recruitment will become even more vital. At Page Executive, we're committed to helping organisations embrace this forward-thinking approach, ensuring that you're not just keeping pace with what candidates are seeking, but staying one step ahead.

From periphery to centre: DE&I and ESG

DE&I (Diversity, Equity and Inclusion) and ESG (Environmental, Social, Governance) have moved from the sidelines to the core of financial services. ESG has evolved beyond mere eco-friendliness, influencing risk management and strategic planning. It's about business viability in a world that increasingly values good governance and social impact. Likewise, DE&I has grown beyond surface initiatives, focusing instead on breaking down systemic barriers to foster inclusive workplaces where everyone can thrive.

The real hurdle? Getting the word out. Despite being pioneers in ESG and DE&I, banks and financial institutions often don't get the recognition they deserve. In 2025, I’m excited to see how these organisations close the gap between their innovative actions and public perception.

Transitioning from the digital to the multichannel age

I'm experienced enough to remember when walking into a bank was the primary way to manage your finances. Now, banks are taking cues from tech giants like Amazon, eBay and Meta. These firms have set new standards in customer engagement across multiple platforms — from the ease of online auctions to immersive experiences in virtual reality spaces like the Metaverse.

Just like Amazon, eBay and Meta, banks understand that they need to diversify their customer interaction points. This extends to embracing innovations like decentralized finance platforms and blockchain-based services. Their goal? To offer a multi-layered, seamless customer experience that competes with the convenience offered by leading tech companies.

Then there’s Artificial Intelligence. AI is more than a high-tech novelty; it’s a pivotal force that will reshape financial services in 2025. Already, it's enhancing security through advanced fraud detection and elevating customer service with smart chatbots. But AI's impact goes beyond operational efficiencies. The emerging concept of 'Responsible AI' could usher in an era of transparent decision-making. This means deploying AI systems that are explainable, fair and aligned with human values so that they serve the best interests of both financial institutions and consumers.

AI will also help us build more diverse teams. By using machine learning tools that can identify and mitigate unconscious bias in recruitment, we can create a workforce that reflects varied backgrounds, talents and perspectives. That’s good for the financial services industry and for society at large.

What do these emerging trends mean for executive search? The game has changed. It’s not just about financial know-how anymore. We need professionals with tech smarts, foresight and the agility to thrive in an environment where the rules are still being written. Whether you're a traditional financial institution or an innovative fintech, Page Executive can connect you with professionals who not only get where you’re coming from but also where you’re headed.

The human factor: why it matters

Financial services might look like a numbers game to outsiders, but the pandemic underscored the importance of the human factor. Traits like resilience, adaptability and empathy are hard to quantify, but are vital for an organisation’s long-term success.

What does this mean for banking and financial services recruitment? When I’m on the hunt for standout leaders, I zero in on qualities that go beyond the resume, including:

Relationship building: Expertise in markets and investments is just the starting point for finance executives. They also need the finesse to engage effectively with stakeholders, including team members, investors and regulators, building trust and rapport along the way.
Emotional intelligence: The ability to read and respond to the emotional needs and cues of both team members and clients is invaluable. High EQ can help manage conflict, improve communication and foster a collaborative culture.
Crisis management: Recent times have shown how quickly crises can unfold. Being able to lead a team confidently and make informed decisions under pressure is an essential trait for anyone in a leadership role.

The financial world is changing rapidly, and the definition of the ‘perfect candidate’ is evolving with it. If you’re as passionate about succeeding in this new climate of innovation and change as we are, we’d love to explore the possibilities with you. Reach out to Page Executive and let us help you find your next exceptional leader.

Looking to build a Sustainability function in your organisation? Download our free eBook now.

> Contact Paul Webster
> Discover more about Financial Services at Page Executive

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We need to talk about Leadership Burnout

Daniel Whitehead — Thu, 06 Jul 2023 12:40:45 +0000

We need to talk about Leadership Burnout Daniel Whitehead

Following a series of successful client webinars on burnout, I was delighted to speak with Ngozi Weller from Aurora – a UK-based workplace wellbeing consultancy – to further explore what burnout means from a conscious leadership perspective and delve deeper into her story.

By Catherine Osaigbovo, Partner UK

___________________________________

Stress is a fact of professional life, but extreme and unrelenting pressures can lead to the debilitating state we call burnout. There are two very distinct states, and learning how to manage them is at the forefront of leadership coaching and development amidst these challenging times.

According to Development Dimensions International’s Global Leadership Forecast 2023,

● Leaders are still facing high rates of burnout, with nearly 10% more leaders saying they feel more burned out now compared to the previous peak in May 2020

● Only 15% of leaders feel prepared to prevent employee burnout

It’s clear that overworking leads to high turnover among leaders and the side-effects are critical. Aside from the costs and time invested in regular leadership changes, the knowledge gaps caused by each resignation take a long time to fill.

As a manager for a leading oil and gas company, Ngozi was no stranger to hard work and stressful situations. Having spent over a decade climbing the career ladder and forging a reputation as a hard-working and effective leader in the business, she was not expecting to find herself burnt out before 40.

But years of overwork, compounded with the continuous racial marginalisation she endured resulted in a diagnosis of work-related stress, depression and anxiety in 2016. Subsequently, she was signed off work for over a year and never returned to the organisation she had dedicated 15 years of her life to. Not only was this a waste of money, talent and unique knowledge for the company, but it also marked a premature termination of a flourishing career.

The origin of Aurora

Ngozi is an “accidental business owner”. Her personal burnout experience spurred her to set up a business with the mission to foster good mental health for everybody in the workplace. Nobody should come home feeling soul-destroyed, unseen, undervalued or unappreciated, much less harbour suicidal thoughts due to pressure in the workplace.

Organisations have a responsibility to keep employees healthy just as employees make companies richer. As we navigate the tech revolution with prevalent issues of overwork, illness, and burnout, Ngozi draws a parallel with the industrial revolution. Just as employers were then obliged to implement health and safety measures to protect their employees from physical harm, today's leaders must similarly safeguard their employees' mental health.

Why leaders are keeping quiet about burning out

Ngozi points out the substantial burdens leaders carry: pressures from their superiors, from the teams they manage, and from the expectations of shareholders and board members for returns. In addition, they have to shield their employees from the burden of external pressures.

They are expected to handle wellbeing and engagement issues, even though many are promoted based on technical expertise rather than people-management skills. Consequently, leaders struggle, often bearing the burden of leadership heavily and privately. They need to be strong while rarely feeling psychological safety. Ngozi warns that leaders can only keep quiet for so long before their performance is affected — both at work and at home.

The three dimensions of burnout

In 2019, burnout was recognised by the World Health Organisation (WHO) as an “occupational phenomenon”. It is defined as “a syndrome resulting from chronic workplace stress that has not been successfully managed.”

Burnout is characterized by severe fatigue, feelings of dread and negativity, and reduced effectiveness in the workplace as a result of overworking. It is the logical conclusion of a work/life balance that is dramatically tilted in favour of working at the expense of quality of life.

The syndrome is characterised by three dimensions:

As a leader, you need to be able to recognise these symptoms, both in yourself and just as importantly in your team.

Tackling personal burnout

The first step is recognition and acceptance. Admitting to yourself that you need and deserve help is crucial. If you start to notice symptoms like exhaustion, lack of motivation, irritability, anxiety, reduced performance, headaches or trouble sleeping, you may need to take action to prevent burnout.

As an example, Ngozi is a black woman who was an overachiever, very hard working and never once thought she was experiencing burnout. She simply thought she was ineffective at her job or not working hard enough.

The second step is to confide in someone and heed their advice. As Ngozi shares, her husband frogmarched her to the doctor and held her hand to keep her in the room. When we are struggling or feel overwhelmed, it can help to talk to someone and get an outside perspective on the challenges we are facing. Sometimes just saying things out loud can make a big difference to our mindset.

How leaders can address burnout in their teams

As a leader, you need to identify signs of burnout and address it early. Engaging in open and vulnerable conversations with individuals and addressing specific changes you’ve noticed can foster dialogue and stop them from avoiding the question. Persistence is key, but only when you know you and your organisation have genuinely provided workplace support. This may also involve taking work off their to-do list and delegating it to the wider team, but without making them feel they are failing. People who suffer from burnout are often incapable of thinking logically or reasonably about themselves.

Practical ways you can support your team:

●   Clarify roles and expectations: This is especially critical with remote working.
●   Schedule one-to-one time: A lack of leadership support is seen as the number one reason for burnout in team members.
●   Create manageable workloads: Unrealistic deadlines are the second most common driver for burnout.
●   Foster an open culture: Leaders must create a psychologically safe environment without fear of being judged or overlooked for promotions.
●   Lead by example: Leaders have a large influence over the team so they need to take time off and look after themselves as well.

Recent shifts in attitude towards burnout and wellbeing in the workplace

Ngozi has noticed a clear shift. Companies and leaders are recognising burnout as a fact and that it is more common than we think. However, we still have a long way to go. Companies must really understand how pervasive burnout is in the workplace. It is a business issue, not just a personal issue.

The business cost of burnout

●   Workplace burnout around the world reached a record high in 2020 amid the coronavirus pandemic. From over 100 countries, 43% of people claimed to have experienced workplace burnout, rising from 39% in 2019 (Gallup Global Workplace Report).
●   Women are more likely than men to suffer from burnout. 42% of women said they were consistently burned out at work, while 35% of men report feeling burned out (McKinsey and Co).
●   Millennials (59%), Gen Z (58%) and Gen X (54%) shared similar burnout rates, whereas baby boomers (31%) had significantly lower rates (Business Health Institute).
●   Burned-out employees are 63% more likely to take a sick day and 2.6 times as likely to be actively seeking a different job (Gallup).
●   83% of employees say burnout can negatively impact personal relationships (Deloitte).
●   57% of people in the UK, 50% in the United States, 37% in Spain and 30% in Germany and France said they had experienced workplace burnout (World Economic Forum).
●   4 out of 10 people who worked 50+ hours didn’t have a burnout program in their companies (Clockify).
●   Burnout is a growing threat to the productivity and engagement of today's workforce. Those who struggle with balancing home and work are 4.4 times more likely to show signs of burnout (LinkedIn).
●   38% of employees suffer remote work burnout because they feel pressured by management to work more hours (Indeed).

If you wish to discover more about strategies for reducing burnout, reach out to Aurora directly. To discuss your organisation’s leadership talent needs, please get in touch with our Page Executive Partners.

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Beyond the Resume: Harnessing Intuition and Emotional Intelligence in Executive Search

Daniel Whitehead — Tue, 27 Jun 2023 09:30:33 +0000

Beyond the Resume: Harnessing Intuition and Emotional Intelligence in Executive Search Daniel Whitehead

Executive recruitment is a task that draws on every ounce of my intuition and emotional intelligence, as well as my industry know-how following a decade of experience in Southeast Asia. Let me guide you through “My Method” of executive search in more detail, with reference to a recent and challenging assignment for a foreign multinational.

By Maya Nguyen, Partner Page Executive

MY METHOD: TRUST, TRANSPARENCY AND EMOTIONAL INTELLIGENCE

Page Executive has around 300 consultants scattered across the globe. Each of us is a passionate connector and part of an ever-expanding network. But we’re also individuals with our own styles. My approach to executive search is deeply rooted in trust, transparency and emotional intelligence. Let’s explore each of these in turn.

You can’t have a solid recruiter-client-candidate relationship without trust. It allows us to navigate through the uncertainties and complexities of the executive search process. I always aim to be upfront about the potential roadblocks and detours ahead with my clients. I also put my heart and soul into earning the candidate’s trust, making sure they feel confident and secure throughout the process.

Then there’s transparency. As a recruiter, it’s my job to provide clear and open communication at all stages of the search process. At the outset of my assignments, I often play the role of an advisor, exploring in detail the different paths available to the client and discussing every angle about the best possible route to recruit a leader. This approach guarantees that all parties are on the same page, driving informed decision-making and fostering a sense of teamwork and collaboration.

Last but not least, there’s emotional intelligence. This is perhaps the most underrated yet crucial element in the executive search process. It’s about understanding and acknowledging the emotions, motivations and concerns of both the client and the candidate. It’s about sizing up candidates based on their soft skills, not just their technical know-how. It’s not just about what the candidates know, but who they are as people — their fire, their drive, their sense of purpose.

ACCOUNTABILITY: THE KEY TO AVOIDING CHAOS

The focus on emotional intelligence and intuition doesn’t imply an improvisatory approach. Anyone who knows me will tell you that I am a stickler for structure. Agility and versatility? Absolutely. Winging it? Never. Agreeing on a structured process with both the client and candidate and sticking to it ensures a smooth and efficient executive search.

The importance of adhering to the timeline can’t be overstated. Failing to do so can quickly lead to chaos and frustration. That's why accountability is key. I commit to meeting all my deadlines and encourage the client to do the same. Also, I make it a point to agree on the number of interview rounds and the lead time for each process upfront.

Once the clock starts ticking, the goal is to find the best available talent within that timeframe. Waiting forever for that unicorn candidate is simply not practical. It's essential to be realistic and choose from the pool of candidates that are actually available right now. This approach involves assessing both active candidates and those on the fence, all while keeping an eye on the budget and cultural fit. Again, this is where executive intuition comes into play — once you’ve found the right person, you just know it, and can quickly put aside any notion of the “perfect” candidate.

A RARE CHALLENGE

Let me walk you through a recent assignment that illustrates my personal approach to recruitment, as outlined above. The client was a multinational manufacturing company, a pioneer in sustainability and ESG, known within the industry for “walking the talk.” They were looking to hire a managing director to run their Vietnam operations. The ideal candidate would be seasoned in managing change and transformation, as the company was preparing to revolutionise its product offering.

Making the challenge even more interesting, was that this would be the company’s first external hire in Vietnam following a recent M&A. Therefore, the new managing director would be critical in shaping the company’s strategic direction for the next decade.

LOCAL EXPERTISE, GLOBAL REACH

Having recruited for the Vietnamese market for eight years, I was no stranger to complex searches. Yet this assignment would stretch my capabilities in new and exciting ways. My expertise lay primarily in the consumer sector, specifically FMCG and retail, however this new client’s industry was an entirely new terrain. This was a manufacturing facility specialising in a niche product, and there weren’t any obvious rivals in the region I could scout local talent from.

This assignment highlighted the value of having local connections for a global executive search outfit like Page Executive. Our local knowledge gives us a critical edge in navigating cultural nuances and understanding local markets, which are fundamental for success in global recruitment.

Notwithstanding these in-built advantages, we still need to work hard to win over our clients. When I initially connected with the client, they were sceptical about working with an executive search firm. They were used to promoting from within and were wary of taking an unfamiliar approach. This scepticism was a hurdle but also an opportunity to showcase what Page Executive and I really bring to the table.

In response, I adopted an advisory approach, guiding them through the benefits and process of external executive search. I talked them through the different paths available, helping them see how they could find the right talent to steer their Vietnamese operations. I encouraged them to consider the potential value an external hire could bring — fresh insights, diverse experiences and the ability to see their business from a new perspective.

I also emphasised our collaborative approach at Page Executive, which draws on our global business’s vast resources. I explained how this approach enables us to cast a wider net, reaching into markets and sectors they may not have considered. This openness, flexibility and ability to see the big global picture is what I believe really makes us stand out.

In addition, my comprehensive understanding of the Vietnamese market and culture reassured the client that I could find the right profile for this role — even if that meant extending my search far beyond the borders of Vietnam and Southeast Asia.

THE POWER OF REFERRALS

Referrals played a vital role in this search, showcasing the muscle of Page Executive’s global network. This particular client was initially introduced to me by a colleague from PageGroup in Austria. And the ideal candidate was actually a referral from one of my previous placements.

This person was based in Europe. Their background wasn’t exactly in the same industry, but they had the skill set I was looking for and seemed to get the ins and outs of the sector. When I first talked to this person, my executive search sixth sense started tingling: they were full of curiosity and brimming with confidence, and I could picture them thriving in Vietnam. As always, I did a little mental exercise, imagining myself in the shoes of the people who’d be reporting to them. Could I see it working out? Absolutely.

Still, I was asking this candidate to take a huge leap of faith. As is the norm with these kinds of searches, everything was hush-hush. All the candidate knew was that they’d be working at a manufacturing facility in Vietnam. I was asking them to uproot their life and move to a faraway country they knew little about. But that only made me more determined to win the candidate’s trust. Safe to say, neither I nor my colleagues at Page Executive got into this business for the thrill of making quick, easy placements.

Naturally, the candidate had plenty of questions — about life in Vietnam, the nitty-gritty of the contract, the financial side of things and where the company was headed. I had to wear multiple hats — one moment, I’m a head hunter; the next, I’m more like a PA; then, I’m acting as a translator and even as a primary school scout — all to ensure the candidate had the guidance and reassurance they needed every step of the way. This versatility, agility and need for spontaneity are aspects I thrive on in executive search. No two days are the same and neither are two candidates; it is this diversity and dynamism that brings such fulfillment to my role.

THE EXTRA MILE

An anecdote from my recent assignment illustrates how executive recruiters can use their intuition and experience to tip the scales in their candidates’ favour. In this particular search, I believed a face-to-face meeting would showcase my candidate's qualities best. Despite the client's office being an eight-hour round trip away, the candidate agreed to drive there for the first interview. Not only that — they also took the initiative to dine with the client post-interview and even stay overnight at their own expense. This extra effort demonstrated their dedication and offered the client a first-hand view of their character.

Executive roles demand complex individuals who combine technical skills with strong personal attributes. My intuition had suggested that a remote interview might not fully reveal these qualities in my candidate. The in-person encounter proved this right, allowing the client to appreciate the candidate as a leader whose values resonated with their company culture.

THE TALENT IS OUT THERE

My journey with this particular candidate reminded me that intuition and cultural awareness aren’t just valuable in executive search — they’re indispensable. And the higher the stakes, the more you need to lean on these skills. This wasn’t just about filling a position. It was about finding the right person to lead a significant strategic shift in a niche industry within an emerging market.

I took away another valuable lesson from this experience — every executive search is different, and to succeed, you need to constantly innovate and adapt your strategies. When a search seems daunting, keep telling yourself the right person is out there. They may be the person you’d least expect in a market you’ve never explored. But with patience, persistence and that all-important sixth sense for talent, you can find the perfect match.

To be clear, my approach to executive search is not the be-all and end-all. It’s the strategy that works for me, formed by my unique experiences and insights. This, I believe, is the true strength of Page Executive. Our consultants are encouraged to craft their own methods, shaped by their nuanced understanding of local markets.

The talent is out there — and we know how to find it.

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Would you share your Chief Sustainability Officer?

Daniel Whitehead — Mon, 12 Jun 2023 13:52:19 +0000

Would you share your Chief Sustainability Officer? Daniel Whitehead

Leveraging the power of a shared sustainability executive to improve performance, growth and profit.

By Nina Buttle, Partner Page Executive

___________________________________

According to Forbes, 53% of SMEs have plans in place to comply with 2050 emissions targets. However, just 34% of these firms report having achieved any of their sustainability objectives. For SMEs, sustainability is often nudged towards the marketing department or perhaps lies with the product or purchasing teams. But alarmingly, sustainability efforts at Board level tend to be scant. Often the sustainability responsibility at board level sits with individuals who have ascended through the ranks, typically via finance or sales and marketing, without necessarily gaining extensive sustainability knowledge en route. This has led to a conspicuous sustainability knowledge vacuum at the board level.

Earlier this month, I sat down with Shelley Lawson, NED and Co-Founder of Frog Bikes — a UK-based children’s bicycle manufacturer that champions an eco-conscious ethos. 

In Shelley’s view, having a CSO and a sustainability strategy brings clear benefits. The initial gain most people experience comes through an operational cost reduction after analysing and optimising their energy usage. However, at Frog Bikes, the benefits much further across the board from stakeholder to staff engagement. For example, they could more easily recruit younger employees who were particularly motivated to work for a company with strong sustainability values enabling them to make a positive environmental impact. Similarly, their dedication to reducing their carbon footprint resonated with their increasingly aware customer base, undoubtedly helping their sales.

“Additionally, it improved our product as we stripped out any unnecessary heavy materials, resulting in a lighter and longer-lasting product. Everything we've done has directly improved our bottom line. Larger organisations that appoint a CSO often do so because the external environment is changing faster than they can keep up with, whether that's regulation or pressures to report on and comply with sustainability measures. The market is changing very quickly as is customer demand,” Shelley points out. 

Shelley’s impression is that SMEs are struggling to fully comprehend the extent and speed of change that's required. Sustainability implies a holistic transformation that spans every aspect of the business, from product design and service provision to sourcing and employment practices. It's more than just financial reporting now. It's a whole-scale change.

For SMEs, appointing a dedicated CSO is expensive. Even for the 34% that have plans in place, a full-time CSO may be out of reach financially. 

So the question is: could, and should, you share a CSO?

“I would”, says Shelley. “I think it's a fantastic idea to share a CSO amongst a couple of organisations, not least because a good CSO is quite outward looking. They need to stay abreast of market trends, identify potential collaborations and bring senior skills and experience to the table. All this could be done at a more manageable cost." 

So why not just hire an interim or a consultant instead? 

Well, as Shelley points out, an effective sustainability strategy can’t be a one-off. “It's something that needs to permeate through the whole organisation. This takes multiple years and needs to be continually refined. It's not a three-month project you can sign off and it's done. It's such a cultural change to really embed a sustainability strategy. You need somebody who's in the team for the long term and has a slightly different mindset from a consultant. Somebody who's well integrated, understands the culture and is willing to work alongside you for the long term to make and embed these changes”, she explains. 

A shared CSO would ultimately be a permanent hire who is fully invested in the business, understands their particular pressures and USPs and invests time really getting to understand the values and the culture of the organisation. The difference is they split their weekly schedule between you and another company, working half for one, half for the other.

Shelley adds: “Many organisations are facing similar challenges, even in non-competing industries. And there's so much to be gained by fruitful collaboration within and across industries. Having said that, I can’t envisage a shared CSO working for directly competing organisations. The CSO would help to coach and train people across the organisation, ensuring that on the days when they are working for the 'other' company, the sustainability work and strategy continues. This ultimately educates everyone along the way.” 

Watch the interview highlights here:

So, what should you look for in a ‘fractional CSO’? 

Fractional executives often have a more lasting impact than both consultants and interim executives, who tend to be hired for a specific project or fixed-term contract. This gives companies the luxury of exploring the full lifecycle of strategic implementation, rather than working on an isolated segment. In the face of increasingly complex sustainability challenges, hiring a fractional CSO is a creative solution for early-stage SMEs. These businesses often require high-level expertise but must also consider cost limitations. A fractional CSO delivers this valuable proficiency but at a fraction of the cost of a full-time executive.

What are their motivations?

• They are truly passionate about sharing their knowledge and experience across industries and sectors facing similar challenges
• They have experience of delivering and driving change by bringing everyone with them on the journey
• They have proven success and can apply learnings from more advanced organisations to your own
• They want to be part of the solution, stay for the long run and see the results of their impact. They are not a consultant who goes in, identifies a problem, comes up with a solution and leaves 

Who could benefit from the value creation of a shared CSO?

Organisations looking to scale their business in preparation for a possible exit
SMEs looking to list or raise investment by meeting the ESG requirements of Private Equity investors
B2C SMEs looking to gain market share, particularly among rapidly growing green-conscious consumers
B2B SMEs & supply chain organistaions looking to win more business, optimise margins and stand out from the crowd

Shelley concludes, “I think it’s great that PageGroup are leveraging their network of resources and helping us meet the unmet need we have in the sustainability space. We need agents of change to deliver the sustainability changes at the pace required. Sharing a CSO is a very practical way of using PageGroup’s expertise for tangible and measurable change.

I really enjoy these conversations about alternative approaches with forward thinkers like Shelley. If anybody would like to explore this topic more or discuss their sustainability journeys and leadership talent needs, please reach out to either myself, or one of our global Sustainability Ambassadors.