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Jill was tasked with sourcing the global Chief Marketing Officer for this global beauty company and partnered with the global Chief People Officer and the executive leadership team to recruit the organisation's first global CMO. This search encompassed Australian and Asian-based marketing leaders. With the company experiencing significant growth, the transition from a country-centric to a truly global operation was essential. The global CMO’s role was to unite a diverse team of marketing professionals towards a common objective and strategic plan to achieve growth targets. Given that the Asia Pacific region was the primary growth market, the ideal candidate needed to have a track record of building  brands in this region, along with global leadership experience. Furthermore, a crucial aspect of the position was to work closely with a global network of executives to align expectations and ensure buy-in for the new strategy.

In her role of sourcing a Chief Marketing Officer for a leading education business, Jill Henderson collaborated with the CEO to address the critical need for a replacement as the previous incumbent transitioned to a different internal role. The organisation, a leader in the education sector, aimed to expand into new verticals as part of its growth strategy. To support this expansion, there was a necessity to enhance digital capabilities, develop a robust digital strategy, and upgrade systems and technology to facilitate growth and ensure future success. The ideal CMO needs to possess innovative thinking, strong digital proficiency, commercial acumen, and a growth-orientated mindset.

In the search for a Head of Marketing and Strategy for a food manufacturing and agribusiness company, Jill collaborated closely with the CEO to recruit the organisation's first marketing and strategy leader. The goal was to drive the company’s expansion into the US market. The company prided itself on its strong commitment to sustainability and values-driven business practices, so it was crucial that the candidate shared these values and was dedicated to upholding the organisation's sustainability initiatives. The ideal candidate needed to have a proven track record of successfully growing agricultural products in the US market and a deep understanding of the industry and its key stakeholders. Experience in working with major retailers in both Australia and the USA was also a critical requirement for the role. Additionally, the candidate would be responsible for building an in-house marketing team from the ground up, as all marketing activities had been outsourced until this point.

Working closely with the Chief Operating Officer of a prestigious Australian company, Jill assisted in the recruitment of a Head of Marketing to lead the newly established global marketing team. The position became available due to an internal promotion, and the incoming Head of Marketing would be tasked with collaborating closely with the leadership team to achieve significant growth and strategic objectives. These objectives included expanding into the US market, establishing new teams, preparing for an ASX public listing, and acquiring additional businesses. Given the company’s undergoing transformation, the primary focus for the new Head of Marketing was to spearhead a rebranding initiative to position the business for future changes and growth.

Working with the Executive Director of Marketing, Jill led the search for a Head of Media and Communications for a government-owned corporation within the sports industry. This newly created role aimed to establish and lead the media and communications function from a strategic standpoint, offering media guidance and training of the CEO, and overseeing all communications and key messages for this high-profile organisation. In addition, the Head of Media and Communications was tasked with developing relationships with local journalists, government officials, media teams, and other key stakeholders to promote the organisation and safeguard its reputation and positioning as a major global event. The selected candidate possessed extensive experience in media and communications, particularly in issues and crisis management, along with strong existing relationships with local media outlets. This individual demonstrated a blend of strategic thinking and operational expertise, coupled with adept leadership skills.

Collaborating with the Chief People Officer, Jill was engaged to source a Group Manager of Communications and Engagement for a local government entity. This role entailed leading a sizeable team and managing all aspects of internal and external communications. Given the focus on community engagement, crisis management, and stakeholder relations within the local government organisation, the candidate needed to prioritise growing tourism and enhancing visitor attractions in the area. The main challenge involved comprehending the diverse array of key stakeholders and establishing relationships to address various competing priorities. While industry experience was not a strict requirement, expertise in building relationships and navigating government levels was essential. Ultimately, a candidate from outside the industry was recruited to fulfil the role.

In collaboration with the CEO of a growing publicly listed technology and engineering company, Jill Henderson successfully led the recruitment project for a General Manager to oversee the engineering division. The CEO sought a strategic leader to manage the engineering segment, allowing him to focus on expanding the technology arm of the business. Following interactions with the team, it became apparent that their main challenge lay in balancing new business development with project delivery, necessitating a leader who could provide focus and support in business development efforts. The ideal GM had to possess industry knowledge, strong leadership skills, and a flair for business development.

In the role of General Manager Transformation for a logistics company, Jill Henderson collaborated with the Executive leadership team to identify a leader who could spearhead substantial change and transformation within the organisation. While the initial focus was on leading a team of IT and change professionals, the lack of logistics industry expertise within the team became a pressing concern. It became evident that industry experience was paramount, alongside strong leadership, change management, and stakeholder management skills.

Partnering with the CEO, Jill led the search for a Head of Business Development and Brand within a not-for-profit organisation. This position was a key addition to the newly structured executive leadership team, aiming to revamp the brand for clearer messaging and improved market perception. The role also involved overseeing innovation and new business initiatives, cultivating strategic partnerships across the industry to secure tender and grant opportunities from the State Government. Given the diverse skill set required within the industry, finding the right candidate posed a significant challenge. Upon successfully completing the project, the CEO expressed satisfaction with the high calibre of candidates, noting that she could have easily hired all of them.

Collaborating with the CEO and CPO, Jill spearheaded the recruitment for a General Manager Sales position within a prominent automotive company listed on the ASX. This newly established role aimed to expand a new business and revenue division on a national scale. Reporting directly to the CEO, the General Manager of Sales would be responsible for strategic business development with major organisations, aiming to establish long-term partnerships and formulate the strategy for this emerging market segment. In addition, the GM Sales would be tasked with building a high-performing team and setting ambitious targets for success.

Jill Henderson collaborated with the NFP Board to recruit their first CEO, who would report directly to the Board Chair. Initially tasked with finding a candidate with NFP and NDIS expertise to facilitate organisational growth and the establishment of new centres, Jill’s consultative approach uncovered a deeper issue. She identified a significant trust deficit and strained relationships between the Board and the Senior Leadership team, exacerbated by the presence of the organisation’s founder on the SLT. Through a thorough investigation, it became evident that the incoming CEO's primary focus should be repairing these relationships and restructuring to support future expansion. Thus, in addition to industry knowledge, strong leadership and influencing abilities were deemed crucial.

In the capacity of sourcing a Chief Executive Officer for a financial services company, Jill Henderson collaborated with the Chair and Board. The initial focus was on finding a leader capable of driving significant change to ensure the company’s longevity over the next decade most specifically in diversifying their offering and membership community. With an ageing membership base, there was a pressing need to broaden the customer reach and maintain relevance within the niche market. Further investigation revealed unresolved conflicts within the leadership team left behind by the previous incumbent. The primary challenge was addressing these internal conflicts to foster collaboration and facilitate change without resistance. The new leader needed to prioritise resolving team issues before embarking on transformation initiatives.