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Leadership at the Heart of Governance

Luciana Casado — Tue, 12 May 2026 09:09:34 +0000

Leadership at the Heart of Governance Luciana Casado

An Executive Search conversation with Kaye Maguire

As expectations around corporate governance continue to intensify, I am seeing boards rely increasingly on senior legal and governance leaders not only for technical expertise, but for judgement, anticipation and strategic perspective.

In a recent conversation, I spoke with Kaye Maguire, a senior governance leader within PageGroup, whose career spans leading global law firms and FTSE listed organizations. Based in the UK, Kaye brings a perspective shaped by extensive board level experience across UK and European markets.

Together, we explored what truly defines effective leadership at the highest levels of governance and what Executive Search must prioritize when advising organizations on these pivotal roles.

Breadth of judgement over narrow specialism

Looking back on her career, Kaye identifies breadth of experience as a defining factor. Early on, she made a conscious decision not to be narrowly defined by a single discipline, actively seeking exposure to different types of work.

For senior governance roles, depth alone is not enough. Boards increasingly value leaders who combine technical competence with commercial understanding and perspective across disciplines. That breadth, combined with a willingness to say yes to stretch opportunities, builds credibility and visibility over time.

Equally important is genuine engagement. Leaders who are deeply invested in outcomes for the organization, rather than simply executing a role, are noticed quickly, particularly at board level.

Leadership is only as strong as the team behind it

For Kaye, high performing leadership is inseparable from high performing teams. Sustainable success at senior level depends on building teams that are both engaged and aligned to organizational strategy.

Clear priorities and context matter. When teams understand how their work supports the broader objectives of the organization, performance follows. Engagement, meanwhile, requires balance - listening closely to individuals, recognizing different motivations, and empowering people without micromanagement.

One of the most important lessons of senior leadership, she notes, is learning to adapt style. Not everyone works in the same way, and effective leaders adjust how they lead to get the best from each individual - particularly in complex, high pressure environments.

Anticipation as a leadership differentiator

What ultimately distinguishes exceptional Company Secretaries and governance leaders is their ability to anticipate rather than react.

The fundamentals - well structured agendas, clear information and strong preparation - are essential. But real value is created through horizon scanning: understanding board dynamics, anticipating concerns, and surfacing issues before they become risks.

This role requires trust. Acting as a genuine advisor to the Chair and CEO depends on sound judgement, discretion and credibility. Above all, it demands a deep understanding of the business, its culture, strategy and risk profile. Governance leadership that operates in isolation from the business will fall short.

Governance, technology and judgement

Looking ahead, Kaye highlights the growing importance of responsible AI adoption. Boards and governance leaders must understand not just how AI is used, but how risks are governed, decisions are documented and regulatory expectations are met, particularly across jurisdictions.

In Europe, regulation continues to evolve rapidly, placing even greater emphasis on leaders who can navigate complex, multi market governance landscapes.

Across all regions, however, one factor remains constant: the premium on judgement. As governance issues grow more interconnected, boards need leaders who can connect regulation, risk, technology and organizational dynamics into clear, actionable advice.

What aspiring board level leaders should focus on

For those aspiring to General Counsel or Company Secretary roles at board level, Kaye emphasizes mindset over master plans.

Progression is driven by attitude, adaptability and sustained effort. Being open to new challenges, developing confidence beyond technical expertise, and demonstrating passion for the business all contribute to becoming a trusted advisor.

When leaders reach that point, their judgement carries weight beyond their formal remit. That is when senior opportunities follow.

A closing Executive Search perspective

From an Executive Search standpoint, this conversation reinforces a central insight: boards do not appoint experience alone; they appoint judgement, presence and perspective.

In governance roles where the stakes are high and the impact long term, the right leadership choice can define an organization’s resilience.

At Page Executive, this is where we partner most closely with clients and candidates, helping ensure leadership decisions are not only well qualified, but right for the moment the organization is facing.

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Page Executive Recognized by Forbes for Seventh Consecutive Year

Luciana Casado — Tue, 05 May 2026 12:45:24 +0000

Page Executive Recognized by Forbes for Seventh Consecutive Year Luciana Casado

Page Executive recognized by Forbes as one of America’s Best Executive Recruiting Firms for the seventh consecutive year

Page Executive has once again been recognized by Forbes as one of America’s Best Executive Recruiting Firms, achieving this distinction for the seventh consecutive year.

The annual ranking, developed by Forbes in partnership with Statista, is based on independent recommendations from CEOs, board members, HR leaders, hiring managers and senior executives. It highlights executive search firms that demonstrate consistent excellence in the recruitment of C suite and senior leadership talent.

Being recognized for seven consecutive years reflects Page Executive’s continued commitment to supporting organizations through critical leadership decisions, delivering highly tailored executive search solutions, and building long term partnerships with senior leaders across the Americas.

We would like to thank our clients, candidates and colleagues for their trust and collaboration, which continue to drive our success and reinforce our role as a trusted partner in executive search.

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Page Executive Recognized by Business Insider as One of America’s Top Recruiting Firms 2026

Luciana Casado — Mon, 23 Feb 2026 11:50:51 +0000

Page Executive Recognized by Business Insider as One of America’s Top Recruiting Firms 2026 Luciana Casado

Page Executive is proud to announce that we have been recognized as one of America’s Top Recruiting Firms 2026 by Business Insider, in collaboration with Plant‑A Insights Group. This prestigious ranking highlights the top 750 recruiting firms across the United States that excel in executive and professional hiring.

The list, released in November 2025, was developed following one of the largest recruitment industry studies of its kind, incorporating extensive desk research and a nationwide survey of more than 22,000 hiring managers and candidates who have worked directly with recruiting firms. The evaluation examined key factors such as communication, process efficiency, transparency, cost‑effectiveness, and overall client and candidate satisfaction.

This recognition is especially meaningful given the scale of the study: from an initial pool of over 14,000 recruiting firms, only the top performers were selected for final ranking. Firms were additionally validated through reputation analysis, including performance in other credible industry rankings and third‑party data assessments.

Being included in this ranking reflects the impact of our teams across senior leadership search and professional recruitment, and reinforces the trust our clients place in us every day. It acknowledges Page Executive’s commitment to delivering strategic hiring solutions rooted in expertise, collaboration, and long‑term value creation.

Paul Webster, Managing Partner & Global Financial Services Practice Lead.

At Page Executive, we remain dedicated to shaping impactful leadership, by connecting organizations with senior talent capable of driving transformation and results. This recognition underscores the strength of our global teams and our commitment to excellence in executive search across the Americas and beyond.

Paul Webster, Managing Partner & Global Financial Services Practice Lead.

Since 2012, Page Executive has been identifying visionary leadership across more than 35 countries worldwide.

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How to Encourage Your Staff to Return to the Office

deepsathyanarayanan — Thu, 14 Apr 2022 14:08:28 +0000

How to Encourage Your Staff to Return to the Office deepsathyanarayanan

With many people reluctant to give up remote working privileges in exchange for a full-time return to the office, employers are now considering how they approach the creation of a hybrid model, mixing home and office-based working.

The prospect of a return to the office may create mixed emotions. In our experience as executive head-hunters, many business leaders want their people to return to the office at least three days per week.

However, most have also recognized the benefits of improved flexibility and the effects of hybrid working on staff morale and reduced turnover. We are also seeing that those companies that insist on a full time return to the office are having problems recruiting and retaining staff. It seems likely that the market will ultimately serve as the regulator on how companies manage the balance between office-based and remote working.

Here, we go through some of the key learnings we’ve gathered over the past couple of years as more people return to the office and discuss key success factors moving forward.

Communication is Still Key

The companies that enjoy the most success in bringing people back to the office are without a doubt those that communicate their plans well. If you are a line manager persuading your team to come into the office for the first time in a few months, it is imperative to treat each one as an individual and communicate with them as such.

At Page Executive, we are advising our clients to listen to their people and understand their unique situations and any factors that might make returning to the office more difficult for them. Their unique situations should influence the way managers engage with them and how they broach the topic of a return to the office.

It is also important to set reasonable expectations. Don’t just announce a date when the new system of working will come into effect. Instead, consider phasing in office days slowly, suggesting that your teams come in for one day per week for a several weeks, before upping this to two days per week, and so on. This will ensure that employees are able to assimilate to your vision and work in a way that feels consistent as time goes on.

Sell the Benefits

You shouldn’t just assume that your people are already bought in to the idea of working in the office, even part time. The advantages may be obvious to you, but they might not be to others, especially those who have benefitted from working remotely since the onset of the pandemic or new employees entering your business from a fully remote setting. The last thing you want is for the invitation to seem like a command. Instead, ensure that your people are happy to return to the office by highlighting the benefits they will enjoy by doing so.

First and foremost, we would recommend that you retain some form of hybrid working and reassure people that they will still have the associated perks. Many people have grown fond of remote work as they have saved time on commuting, been able to take care of certain domestic tasks during the day, or spent more time with their loved ones. It’s not about taking those benefits away – it’s about offering the additional benefits of a physical collaboration space.

These days, an office should be more than a location for individuals to work independently. Think about ways to reformat and reconfigure your office to facilitate cooperation: this could mean creating informal breakout areas, establishing a culture of teamwork, or enabling a stronger social side to the office.

Make Sure You’re on the Same Page

A feeling of unity, shared purpose, and fairness is essential for a business to function optimally. This extends to discussions around remote working. However, many people work in industries where certain roles cannot be performed remotely. These include retail, logistics, manufacturing, property and construction, and many other sectors based around physical processes or sites.

This creates an interesting dynamic for corporate leaders when it comes to maintaining morale and team spirit. For instance, if you run a supermarket chain with tens of thousands of workers, all of whom attend physical workplaces every day, what impression does it create to allow head office employees a far higher degree of flexibility than those on the shop floor? Many of the business leaders we work with who are in this position are keen to avoid the appearance of a two-tier system.

This makes it all the more important to ensure that those employees whose roles could be performed from home understand the value of the office and are genuinely bought into the return. For some businesses, the morale of a large part of the workforce could be significantly affected by the way the return to office is handled.

Make the Office Exciting

People are social animals, and the reintroduction of the office means the re-establishment of the camaraderie which is so easily lost with fully remote working. Once in the office again, many people enjoy the opportunity to physically meet, work, and socialize with people who they may have only met virtually until now.

If handled well, the process can absolutely feel exciting. After all, the novelty of remote working is largely gone. Coming into office should feel like a breath of fresh air, a chance to shake up your schedule and get rid of the video call fatigue that so many have experienced.

Moreover, the constant self-motivation required by remote working can take its toll and returning to an office can effectively mitigate this. A team based together in an office will tend to motivate one another far more effectively and sustainably. This is a huge benefit of hybrid working which you should be sure to emphasize to your teams. Of course, there is a growing recognition that working remotely some of the time can really improve people’s mental health, but it is also worth remembering that the human contact associated with working in an office can provide mental health benefits, too.

Ultimately, the inclusion of an office space in a hybrid working model generates better work, more efficiently, and from a happier workforce. If you communicate that well, you won’t be dragging people back to the office, but opening the door to grateful co-workers.

At Page Executive, we enable business leaders to take the next step in their careers and connect leading companies with the top talent they need. If you need to fill a business-critical executive appointment fast, or are interested in a new leadership position, arrange an introductory conversation with one of our expert consultants here.

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How Leadership Can Embrace Diversity of Thought in the Workplace

Phoebe French — Fri, 25 Mar 2022 12:54:25 +0000

How Leadership Can Embrace Diversity of Thought in the Workplace Phoebe French

The conversation around diversity, equity, and inclusion (DEI) has evolved over the last few years. As a result, these topics have moved into the center of corporate discourse. So, it is now at the top of the agenda for leaders.

For leadership teams looking to enhance commercial performance, a particular element of the DEI discussion has become especially important: diversity of thought. In this article, we’ll discuss what diversity of thought is, and why it should constitute a key pillar of your hiring strategy.

What is Diversity of Thought? Why is it Important?

In a workplace context, diversity of thought refers to the range of mindsets, thought processes, and perspectives that can be found within an organization’s workforce. It is not merely a part of an effective DEI strategy - it is, in many ways, the direct result of an effective DEI strategy.

Diversity in areas like gender, ethnicity, LGBTQ+, age, socio-economic background, caring responsibilities, disability, and mental health broaden the range of perspectives within an organization. This often directly benefits commercial performance by involving individuals with varied skillsets and backgrounds in decision-making. It also increases the likelihood that an organization will have staff capable of meeting unexpected challenges.

The benefits associated with diversity of thought are especially notable at the leadership level, where excessive homogeneity can result in less rigorous ideation and troubleshooting, stifling innovation, and leaving critical blind spots. For example, a 2019 McKinsey analysis found that organizations in the top quartile for gender diversity on executive teams were a full 25 percent more likely to achieve above-average profitability than companies in the fourth quartile.

How Can Businesses Achieve Diversity of Thought?

Here at Page Executive, our experience working with clients suggests that target-setting should not be the extent of your company’s focus when it comes to diversity and inclusion if you want to truly benefit from diversity of thought. The key is to make your hiring process more accessible and move potential roadblocks that may exist in the application and interview processes.

A more impactful way to approach hiring is to focus on what candidates will bring to your company precisely because they do not fit the standard template for a prospective candidate. By moving beyond the ‘box-ticking’ approach to diversity in hiring, your business will not only become more diverse – it will become more innovative, more profitable, and better able to confront market challenges.

Of course, the organization itself must support this goal. This means not only empowering staff to hire outside their zone of familiarity, but also proactively equipping hiring managers with the tools, resources, and training to manage, engage, motivate, and retain diverse staff. This, ultimately, will play a major role in creating diversity of thought.

Where to Start and How to Ensure Success

All businesses are different and have varying weaknesses when it comes to DEI. This makes it truly essential that businesses lead with an analysis of their own limitations. Which perspectives are you missing in your workforce and leadership team? Are there any parts of your customer base that your organization currently does not resemble or adequately represent at the highest levels?

These areas are not only the ones in which your company is lacking – they are also the ones in which your company has the most to gain in customer traction and growth. Diversity is, in effect, a tool to help your business grow and thrive.

Given this, it is essential that business leaders consider the ways in which their company’s hiring processes may be excluding valuable talent and holding back performance. Non-inclusive cultures have an impact at the earliest stages of the hiring journey, with the language used in job advertisements. At Page Executive, we work closely with organizations to drive growth and performance through our tailored talent solutions, developing deep knowledge of each client’s unique needs. We see again and again that self-analysis is a crucial element of developing and benefiting from diversity of thought and would therefore suggest this as a starting point.

Achieving true diversity of thought in your business will bring huge benefits, but it is also a complex challenge. If you want to make sure that your hiring plans are attracting the talent you need, reach out here to set up an introductory conversation with one of our expert consultants.

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Finding the Best Talent in Financial Services

Phoebe French — Wed, 23 Mar 2022 14:46:21 +0000

Finding the Best Talent in Financial Services Phoebe French

Competition for talent in the financial services sector has traditionally been high, with skilled individuals in constant demand. Recently, this trend has become far more pronounced: hiring activity has accelerated to the point that companies are investing more than ever in partnering with expert talent acquisition professionals. At the same time, the bigger banks have begun to move away from purely using in-house hiring teams and returned to executive search firms with wider networks and specialist talent acquisition knowledge.

This trend has come to define hiring across the wider financial services market too, not just banking. Asset managers, for example, are investing far more in talent acquisition, while many private equity firms are struggling to fill roles that require employees to come into the office more than a few times a week. The emergence of competing sectors such as fintech has also cannibalized the traditional financial services talent pool. These firms have in the past looked to the tech industry when hiring, but are now faced with an increase in regulation, necessitating financial services knowledge and experience.

All of this is making it extremely difficult to acquire top talent in the sector.

The State of Financial Services Recruitment

A number of large banking groups, as well as smaller financial services firms, have recently put fees up for particular roles in order to further incentivize their talent partners, a trend that we have not seen since the early 2000s. At the same time, many organizations are looking to improve their diversity and inclusion performance. This has led to especially high competition for diverse candidates, leading businesses within the financial services sector to headhunt the same candidates from one another, further inflating salaries, but not widening the talent pool.

The sector needs to do more. More remote working opportunities, more attraction of diverse candidates through inclusion efforts, and more action to unlock hidden talent wherever it is located. By doing this, businesses will be able to increase the overall supply of qualified and capable candidates. This approach presents an alternative to simply competing ever harder for those already working in financial services organizations.

The pandemic introduced very rapid changes in working patterns across the industry, and in some instances educated some firms on the benefits of agile working. The challenge now is for companies to retain these benefits without losing their identity and culture. Recruitment will form a very large part of this, and the strategy will need to come from the senior management of the firm.

How to Bring the Right People on Board

In the race to attract and retain top talent, working effectively with executive search firms and contingent recruitment partners is your first and best head start. Expert talent acquisition professionals know their markets, both historically and at present, and can offer the best advice on how to stand out to the type of talent you are looking to attract. Additionally, they will be able to introduce you to talent from a broader range of backgrounds, empowering you to think outside the box with respect to how you define and access talent.

Beyond the Brief

Working effectively with executive search firms is not just a matter of paying more, although this can help, especially with recruitment into senior and executive roles. It also depends on working with specialists that have the right depth of knowledge for the market. Benefits specific to the financial services sector, such as buy-outs, long-term incentive plans, guaranteed bonuses, and shares all play a part too, and should be part of the discussion from the outset.

To choose the right partner for your talent acquisition strategies, look for experienced, knowledgeable consultants with extensive networks. Ultimately, a long-term relationship will deliver the best return on investment, but the consultant should be doing the bulk of the leg work to find and deliver the most talented candidates.

Competition will be fierce for talent in the financial services sector and related disciplines going forward. To ensure you are attracting the top talent into your organization on terms that will ensure long-term employee satisfaction, contact Page Executive today to set up an introductory conversation.

How to Hire a Top Executive in 2022

Phoebe French — Fri, 18 Mar 2022 12:19:53 +0000

How to Hire a Top Executive in 2022 Phoebe French

Recruiting a top tier executive in the current market is often a case of trying to catch a big fish in a small pond. The most capable and sought-after individuals are presented with more opportunities than they can manage, leaving them with insufficient time to navigate grueling in-depth interview processes. At Page Executive, we have encountered candidates who were offered as many as six interviews in a single week in August-2021, which is traditionally the quietest part of the year. This trend is continuing into 2022.

This level of demand is leaving candidates bombarded with multiple opportunities, even when they are not actively looking for a new role, with little time to even accept the offers presented to them. We are also seeing companies clinging onto good people. In our experience, once offers have been accepted and contracts signed, the majority are receiving counteroffers and having their heads turned by inflated salaries.

One of the most important things to remember is this: you are not the only company hiring. So, with rival firms competing fiercely for the best talent in a relatively small candidate pool, how can you make sure that the top candidates engage with your opportunity over others?
Standing Out in a Crowded Market

There are several ways you can stand out as an employer of choice and make your opportunities more appealing to executives who are in high demand - or even under contract - with your opponents.

Location

Location is not the prohibiting factor it once was. As an example of this, Unilever have said they are adopting a permanent hybrid model and that workers will “never return to their desks full-time.” Essentially, policies like this allow employees to live almost anywhere in the world, even supporting individuals who want to live in a semi-remote location.

This is having transformative repercussions for hiring. In particular, organizations that expect senior leaders to work in person from the office for more than fifty percent of the working week are losing some of their executives to more flexible contracts and are often also struggling to replace those people.

Interviews

The hiring process itself can influence candidates' willingness to engage with an opportunity. Long, intensive interviews are problematic in a tight hiring market, which is why at Page Executive, we are advising our clients to reconsider their processes and condense stages by having multiple people meet a candidate at once rather than three or four separate interviews with decision makers, and removing demands like a labor-intensive presentations at interview stages if not essential.

Video interviews are a flexible option, but some candidates still want to meet face-to-face and see the office environment first-hand before they decide whether they are interested in a role. Working with your executive search partner, you can check if this is a priority and schedule it early in the recruitment process if necessary. We would also strongly advise a well thought out interviewing timeline, with possible dates already scheduled for first, second, and final interviews to ensure a smooth and timely process and reduce the possibility of delays. It also enables high caliber candidates to plan and schedule around their work and personal commitments.

Expectations

Broadening your candidate shopping list can open up the role to talented individuals who have all of the essential skills but may have a different set of desirables. Look laterally across sectors and you may be able to recruit talent with new experiences and bring fresh ideas into your team.

Transferable skills and soft skills are more important than ever before. These include the hallmarks of the most capable leaders, such as effective communication, emotional intelligence, and empathy. By broadening your expectations beyond purely technical skills, you might find you are able to hire a much more capable leader from a parallel sector, and potentially improve your company diversity at board-level.

How Hiring Processes Need to Change

In this fast-moving executive recruitment market, you need to look at multiple approaches to optimize your hiring process. Here are a few more ways that you can attract the best talent quickly over your competitors.

1. Work with an Exclusive Search Partner

Choose one trusted executive search partner and work with them exclusively. This ensures that they are clear on your company culture, the role, and the ideal candidate you are searching for. Search times are reduced, momentum builds, and you know that the partner is presenting each opportunity in the best possible light.

2. Be Transparent About Your Company

Expecting candidates to research your company is reasonable, but you can be honest and open about information that will attract them to the role. Provide financial details, corporate strategy, challenges, and opportunities upfront, so the candidate is not faced with any ambiguity in their decision at offer stage.

3. Make Decisions Quickly

Talented candidates are seeing interest from all sides. So, if you meet a candidate you like, provide quick and clear feedback at every stage. This is not a time to be coy about whether a candidate meets the requirements for a role. In the worst cases, a delayed decision can be a red flag to candidates who may perceive it as a lack of leadership and could turn down the opportunity as a result.

4. Sell the Role First

The dynamic has shifted from, "Why should we hire you?" to, "Why you should choose us." First and foremost, sell the opportunity using compelling candidate information packs, multimedia, digital technologies. Also, sell the story of the company and the opportunity. Persuading candidates that they want the opportunity is a crucial step toward hiring the right person. Then, work with your search partner to assess their experience and capability for the role.

5. Offer Compelling Opportunities

Recruit in good faith. We would strongly discourage companies using tactics like offering a competitive salary upfront and then trying to renegotiate rates in the final contract. If basic salary is restricted by budget concerns, you can improve the overall offer with a signing bonus, increased time-off allowances, long-term incentives, pension benefits, and even with your policies on flexible working, wellbeing offerings, on site facilities, and so on.

Don't make the mistake of assuming talented candidates are motivated primarily by financial remuneration. In many cases, the non-financial elements of a contract prove most influential in leading the candidate to sign.

6. Keep Your options Open

Finally, remember that no matter what you do, you will not always land the candidate you want most. To prepare for this, try and find two suitable candidates at offer stage so that you can hedge your bets.

Equally, if you meet an ideal candidate but don't currently have a vacancy to fill, try to keep in contact with them, as ongoing open communication will help if you later find you have the perfect opportunity to offer to them.

The executive recruitment landscape might feel unfamiliar at present, but you do not have to navigate it alone. For a long-term relationship with an executive recruitment consultant you can trust, contact Page Executive today.

The Supply Chain Talent Gap

Phoebe French — Mon, 21 Feb 2022 10:01:54 +0000

The Supply Chain Talent Gap Phoebe French

The supply chain industry, like many others, is currently experiencing a talent shortage that is negatively impacting business. What makes the need for workers in this area more dire, however, is the fact that the health of the supply chain affects the health of many other businesses. As such, it is vitally important that we respond to this worker shortage.

The Causes

While the global pandemic is the root cause of many talent shortages, the situation in supply chain is more complex than that and cannot be tied to a single factor.

One of the main issues supply chain professionals are dealing with is the bullwhip effect (seemingly minor changes in demand that have major impacts.) It takes a significant amount of strategic thinking to keep up with the changes in consumer behavior that have massive impacts on demand. This has been exacerbated by the uncertainty of the pandemic.

The bullwhip effect also applies to labor itself. When the pandemic began, we saw a significant number of layoffs. When reopening started and more talent was needed, we saw a labor shortage begin immediately.

These shortages are also continuing because of workers getting sick (or overworking and burning out) and needing time off to get well. We’re seeing this both at home and overseas, creating many kinks in the supply chain.

Additionally, the pandemic has shone a light on just how important the supply chain is. Delays and shortages have added an additional hurdle to navigating the last couple of years and persist even now. As organizations now need to grow and become more resilient to phenomena like COVID-19 disruption, the demand for workers rises.

One issue is that the supply chain industry has an aging workforce. Many seasoned, experienced professionals are retiring with few younger workers to replace them. Jobs are opening up much faster than the industry can fill them, on top of the jobs being created and added.

While technology and automation are helping the supply chain to become more efficient and effective, these advancements are adding new skills to the fold. Now, professionals in this space must have operational and analytical skills, as well as knowledge of the technologies being implemented. This is a difficult skillset to come by.

Solutions

Some more simple solutions to this problem involve outreach to younger workers. These may include training to both new and existing workers, internships, an employee referral program, or partnerships with schools and universities. This will create a pipeline of new talent into the supply chain industry.

Adding additional technologies will also quell the talent crisis. While this will require the aforementioned training, one-third of younger supply chain professionals indicated that limited access to the correct tools is creating frustration in their positions. Increased automation can help to streamline tasks and leave more room for strategic thinking, which many professionals see as more rewarding and engaging work. Investing in those tools for the employees you do have will decrease attrition and help you to retain the talent you have and that you will acquire.

Upward mobility and clearly defined processes are also concerns of the millennial supply chain workforce.

Organizations should respond to these concerns directly, but they can also implement mentorship programs to help assuage the issue. A mentor can provide the guidance needed to further develop younger talent and help them to qualify for promotions. Hiring from within is a great way to fill talent gaps, so ensure that you’re upskilling your existing workforce and setting them up for success.

While retention is a great solution to the talent shortage facing the supply chain industry right now, there will always be a need to hire externally to build your team. The above will make your organization more attractive, which will help. Even so, you may need assistance from experts outside of your own business. A recruiter can be the perfect partner in this case.

Please reach out directly if you would like assistance in hiring amidst this talent crisis.

Leadership’s Impact on a Sustainable Business

tessafriederieke — Wed, 14 Jul 2021 14:07:42 +0000

Leadership’s Impact on a Sustainable Business tessafriederieke

A rising number of company leaders are building sustainable practices into their business processes. In today’s world, a business’s attitude towards sustainability is a bridge to forging a path of trust with its stakeholders, employees, local community, and consumers.

Sustainability is also a commitment to building robust, futureproof business plans. Any business with a real commitment to sustainability should embed it in its policies, processes, and in its hiring of talent.

So, how can companies find the right leaders to help define the path back to profitability and productivity, and generate a positive impact for society?

Hiring for Sustainability

A company’s first step towards reaching its sustainability goals will be to hire leadership with similar goals. QHSSE (Quality, Health, Safety, Security, and Environment) roles are very critical, especially for large global firms.

Executive search experts must advise companies to consider their approach to sustainability at the very start of the hiring process for new leaders. This early identification of sustainability values ensures that they become a significant factor in the search for talent. The world expects commitment to sustainability from corporate leaders and urges companies to be transparent about it, so it only makes sense that this reaches into the hiring process, as well.

Make Sustainability Part of the Company Story

With pressure from competitors and ever evolving business challenges, companies cannot do without standards and a culture aligned with larger sustainability and environment goals. A great way to ensure that sustainability is integral to a business is to infuse it into the company’s vision. Every action and every decision that the company takes should reflect the sustainability mindset.

Most C-suite executives struggle to maintain this consistency as it involves a companywide alignment, which can come from two places: the top down, or from the bottom up.

The UN Global Compact-Accenture Strategy 2019 CEO Study, The Decade to Deliver: A Call to Business Action, found that while 92% of CEOs believe integration of sustainability will be important to the future success of their businesses. The challenge for businesses is to then deliver on this groundswell of interest in sustainability. To adopt specific measures that may, in fact, cause productivity and profitability gains in the long run.

Leaning into Sustainability Through Recruitment

The appeal of sustainability is as broad as the topic itself, meaning it could be one of the more “invisible” elements that prompt a leader to change company.
A strong leaning towards sustainability is one of the aspects that can earn a business respectability and trust in the long term. Concrete action in this space demonstrates a company’s commitment towards people and the environment.

And that starts from hiring sustainability-minded talent. When the company’s policies and its employees are in alignment with sustainability goals, it not only helps grow the business but also makes for a satisfying partnership in which all parties feel motivated to work towards a common goal.

If you’d like assistance finding top talent for these kinds of positions, please reach out to us today. You can also read more of our insights by browsing our advice section.

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What makes a successful recruitment consultant?

Anonymous — Thu, 18 Feb 2021 14:18:17 +0000

What makes a successful recruitment consultant? Anonymous (not verified)

Hard work, muscle memory and a great team with you all the way.

This year has already turned out to be quite special for me personally. And so far, it also highlights the fantastic opportunities PageGroup has to offer its people, if they can find the very same thrill that I still do when I finalise a new placement. I have always been focussed on doing what’s best for the firm. When I’ve been asked to build and run highly successful businesses, or individually bill I have focussed as needed.

So, this year, I am delighted to be able to say I hit my long-term personal ‘trifecta’ aim of 10 million dollars individual career revenue, the highest global biller in Page Executive, and highest biller in North America.

The question is how, how did an individual manage that? First of all, no person is an island, and certainly no recruitment consultant is! The only reason I was able to perform to such high standards is the world class support PageGroup have always provided me. From a visionary CEO like Steve Ingham, to the incredible support of the marketing teams, the researchers, and of course, the professionals I work with on a day-to-day basis.

The PageGroup dream

And in fact, what I would like to share is that you can be sitting at your desk in an established market while working at Page, put your hand up for a transfer, arrive in a completely new market with nothing other than two suitcases, knowing no one, with no clients, no jobs, or contacts.

And from there it is possible to go on to build from scratch two immensely successful national disciplines, and out of the thousands of Page people that have worked in that region, to go on to bill forty percent more than the next highest person in that region’s history.

This to me is the essence of our company and global Page dream. If I had been able to be told this story when I walked off the plane for the first-time – boy would this have inspired me even more!

Focus on what you do best, then try to do it better next time

For long periods I have been asked to build and manage highly successful teams or businesses. When asked to individually bill I have focussed all my efforts and application to individual revenue, by relentlessly focussing each day on doing as well as I possibly can at whatever the company has asked me to do.

There have been many times in my experience where the financial services sector has underperformed other industry sectors, the most obvious being the 2008 stock market crash.

As is often commented in North America, I was a former competitive soccer goalkeeper, and whilst I never played pro, I trained with several professional or youth international players, and had the benefit of being coached by ex pro players. A lot of what I do in recruitment is built around the unbelievable application and focus I experienced in these pro players and trying to apply those principles and attributes to recruitment.

Believe in your team (and yourself!)

I like to think back to my days playing football, and remember a game which went to penalties, after the full 90 minutes of the game had been played. I was exhausted. But I had prepared – by endlessly saving penalty kicks, again, and again, and again. To build up the muscle memory of fighting through a pain barrier.

And it worked. I saved the final kick. And that shot I saved, well, the memory of it helps me kick on every day in the office. To put in that extra phone call, that extra email, that follow up conversation. And PageGroup made me realise all my efforts go towards something very special, the community we have here.

Two tips for success

Someone asked me the other day about what advice I would give to someone starting out in recruitment today. I think these two things will help many people in many careers: endlessly being self-critical, always striving for better in everything I do, because, “if you want to be number one train like you are number two” – is a mantra I love.

And my second focus: what the client wants. It sounds simple, but often the simplest things take the most practise – just like (hopefully) saving a penalty kick as a ‘soccer’ goalie. And just like in soccer (or football) the team around you in recruitment help you get to the point where small differences mean victory or defeat.

If you want to chat to me about PageGroup or any of the topics I talk about in this update, please feel free to comment or directly message me on LinkedIn. You can also get in touch with me through the Page Executive website, by clicking here.

If you would like to talk to me about your executive recruitment needs, send me a message.

Paul Webster
Senior Partner
North America

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Page Executive Named One of America’s Top 40 Executive Search Firms

Anonymous — Tue, 03 Nov 2020 08:12:31 +0000

Page Executive Named One of America’s Top 40 Executive Search Firms Anonymous (not verified)

Page Executive was recently recognized as one of America’s top 40 executive search firms as part of America’s Best Executive Recruiting Firms for 2020 by Forbes.

This is the biggest award Page Executive USA has been chosen for, and it is special for me and for the company for many reasons. Most importantly, it was peer selected and voted, and this says something about our business practices, the impact we have on the market, and indeed, our visibility as a trusted partner in executive search.

Something else that I think is important to remark on is, in terms of the rest of the Top 100, we are one of the most recently formed. Page Executive has had offices open across the globe since 2012, but I launched the Page Executive brand here in the States in 2015. To think that in those five years we have reached this level of recognition by recruiters, hiring managers and company leaders, it is a tremendous achievement.

I also feel this is evidence that the wider market recognizes the proposition of Page Executive, our professional capabilities and our reach. Objectively, there are two elements at play here. One is that our fellow recruiters see our value in the market and that they are aware of us as competitors.

The other element is the recognition by CHROs, hiring managers, and other in-company specialists. The fact that both groups placed such a ‘young’ executive search firm so high up, amongst boutique specialists and market players, is recognition we appreciate.

Essentially, we reached the ranking of 33^rd by exclusively offering recruitment services at an executive level, which again highlights the quality and talent of our professionals. Many of our C-level candidates have an outsized effect on the businesses we place them in, and this level of trust is something you have to a) work to get and b) work even harder to retain.

I believe we built that trust by focusing on three main components of recruitment: consistent quality, hiring capability and market knowledge. Our consultants have an innate ability to penetrate the market for clients, understanding how to find the right people with the right culture fit.

And of course, market knowledge is vital – you need to know the players, the people, and understand the sector. If you can get these three things in sync, the greater the impact you can have on the exec search market.

As recruiters, we need to recognise the things that we are special at, such as human persuasion and emotional connection, which we can and should offer all our candidates and clients. The more we as recruiters recognise the human elements of our work, the better we can stay ahead of the game.

If you would like to talk to me about your executive recruitment needs, send me a message.

PaulWebster@pageexecutive.com

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Page Executive Awarded as One of Forbes’ Best Executive Recruiting Firms 2020

Anonymous — Mon, 02 Nov 2020 12:13:05 +0000

Page Executive Awarded as One of Forbes’ Best Executive Recruiting Firms 2020 Anonymous (not verified)

Page Executive has been recognized as part of Forbes’ annual list of America’s Best Executive Recruiting Firms for 2020.

This prestigious award is presented by Forbes and Statista Inc., the world-leading statistics portal and industry ranking provider.

The awards list was announced on June 1, 2020.

America’s Best Recruiting Firms is comprised of the best recruiting agencies based on the results of independent surveys involving over 26,500 recruiters and 5,400 job candidates and hiring managers.

Out of the 22,500+ recruiting agencies in the United States, less than 1% or 200 companies were awarded in the Executive Search category, and Page Executive is very honored to be recognized as one of Forbes’ 2020 list of America’s Best Executive Recruiting Firms.

Paul Webster, Managing Partner, Page Executive North America: “We here at Page Executive North America are extremely proud to be awarded as one of Forbes best executive search firms in America. This means so much to us: it rewards our work from the perspective of our peers and clients, it highlights our expertise in Executive Search in the most demanding market in the world, and finally, it is recognition for the five plus years of top-quality recruitment the Page Executive team has put in – and will continue to do so as we go from strength to strength.”

Page Executive has been identifying visionary leadership since 2012 in 35 countries around the world.

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Navigating from one normal to the next: Why the CFO is more crucial than ever

Anonymous — Wed, 30 Sep 2020 11:10:59 +0000

Navigating from one normal to the next: Why the CFO is more crucial than ever Anonymous (not verified)

It’s been a life and career-changing year for many of us and it looks like the rollercoaster ride isn’t over yet. Business leaders find themselves perched on a peak, observing. It’s up to us now: are we ready to charge forward or are we hoping to roll gently backwards?

Re-reading ourPage Executive Eight Executive Trends, I see a clear intensification of many key elements we outlined prior to the COVID-19 outbreak.

Executive Trends
in Finance

Download the Full Report

THE CHANGING ROLE OF THE CFO

Zooming in on the Transformational CFO trend, it’s clear that change was afoot long before the pandemic hit. The role had been evolving over the past five years in North America. Gone were the days when the CFO’s jurisdiction was limited to checks and balances. Companies were already demanding a spectrum of skills and competencies – from strategy to tech and soft skills – and candidates were migrating into the Finance sector from diverse backgrounds.

Fast-forward, and as companies and candidates grapple with an ever-changing reality, the role of the CFO is more crucial, complex and fulfilling than ever. So, what are the keys to success for a company and a candidate?

PEOPLE, NOT NUMBERS...

Today’s CFO wears many hats. He or she no longer works in a silo, but must straddle various departments: from strategy to sales, from the board to the back office. As the current health crisis challenges the way companies communicate with customers and employees, the CFO’s focus has shifted: Long term vision is essential, to project growth (and ensure survival). Today’s CFO must revise budgets and forecasts in an uncertain landscape, and savvy financial leaders need courage and foresight to identify opportunities that can differentiate a company from its competitors.

But it’s also about introspection. CFOs now help to build processes, establish key controls, and manage operational risk to satisfy internal and external audits, as well as regulatory exams… all while staff continues to work remotely.

COLLABORATION, COHERENCE AND COHESION

More than ever, CFOs need excellent communication skills. As remote work becomes the new norm, financial leaders are instrumental in ensuring a thriving, motivated workforce. From weekly video calls to monitoring workflow, reporting and risk management, the CFO is an ever-on and hands-on role.

Financial leaders must flex their digital muscle to keep teams connected and ensure the board receives comprehensive, timely reporting. Empathy is equally essential, along with excellent organisational skills. CFOs juggle loans, credit lines and financial aid from the government, and manage liquidity, cash flow, and net interest margins in an ultra-low interest rate environment. This takes courage, commitment and creativity.

WHAT THE NEXT CFO SHOULD KNOW

COVID-19 has taught us that we can never predict what will happen in the future. But it has also shown us that if we can survive the most surreal situation imaginable, we can adapt to pretty much any reality. Candidates looking to apply for a CFO position should be prepared to embrace a truly challenging, cross-cutting and dynamic role. The CFO of today might be the CAO… or even the CEO of tomorrow.

The sky’s the limit. And there’s no better place to see the bigger picture than from the top of the mountain.

If you are interested in reading about more Finance trends, click on the banner above to read insights from our finance practice partners from around the world where they share their observations about the trends in finance this year and what you should keep in mind for the future.

If you’d like to discuss the ins and outs of the Transformational CFO, please don’t hesitate to drop me a line.

Paul Webster
Managing Partner, USA
PaulWebster@pageexecutive.com

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