Executive & Senior Leadership Search and Talent Advisory

Engaged by the CEO of the organisation, Jill was tasked with sourcing a newly created role for a Head of Communications and Engagement. The brief was to find a candidate who could navigate a complex web of internal and external stakeholders to help rebuild the organisation's reputation and relationship with key stakeholders. In addition the candidate was required to assess a team of 30 to review capability and structure, so the organisation could achieve its goals.

Partnering with the Chief Operating Officer & Chief People Officer, we were engaged to run a confidential search for a CMO to join a growing, privately owned business. Our client was engaging a CMO to be part of their executive leadership team for the first time. In a highly competitive market the CMO remit was to help the organisation reach aggressive growth targets, manage brand integrations through M&A, lead a dispersed team across two offices and build a more strategic marketing function and team.

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.

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 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.

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.

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.

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.