Succession, a new business unit or subsidiary leadership: we directly approach the leader who knows your business and your shareholders. You choose, they take the role.
02Business unit leadership and financial responsibility
03Subsidiary leadership and group governance
01
General management and succession
The incoming CEO takes over a business and its leadership team: we explore succession experience, work with shareholders and the relationship a candidate might build with the outgoing executive. The meeting should also help them understand the business they would join.
The profiles you might meet
CEO
Deputy CEO
Managing director
Deliverables to scope together
Recruitment brief and decision-making authority
Framework for assessing leadership situations
Handover plan with the outgoing executive
02
Business unit leadership and financial responsibility
A business unit director combines business development, profit responsibility and team leadership; the search examines markets and teams they have led, their own resources and their use of shared functions. Interviews explore business choices and cooperation with the wider group.
The profiles you might meet
Business unit director
Division director
Profit centre director
Deliverables to scope together
Business and management scope of the role
Criteria for sector experience and profit responsibility
Priorities on taking up the role
03
Subsidiary leadership and group governance
Find a permanent executive able to lead a subsidiary in its market within the group's governance framework. Headquarters relationships, local autonomy and reporting teams shape the recruitment brief.
The profiles you might meet
Subsidiary director
Country managing director
Regional managing director
Deliverables to scope together
Map of headquarters and subsidiary responsibilities
Candidate criteria linked to the market and local context
Framework for discussions with group governance bodies
At which stage of your project do we step in?
01
Before the project
The brief is being set: we clarify the business and early priorities.
02
During the project
Search running: we approach leaders directly and hold the meetings.
03
After the project
Candidate chosen: we share the feedback and prepare their arrival.
Before we talk
Prepare a conversation that matters to both sides
Tell us about the business, the outgoing executive's role and the early priorities. We prepare the candidate discussions around those topics.
Which profit responsibilities, teams and decisions will belong directly to the recruited executive?
How will their autonomy fit with the founder's or outgoing executive's role and shareholder expectations?
Which comparable leadership situations should we examine to assess their ability to hold this role over time?
Do you practise one of these roles?
CEO
Deputy CEO
Business unit director
Subsidiary director
Managing director
We look for these profiles for our clients on a regular basis. Tell us about your achievements and the projects you have led: a talent agent calls you back to understand what you are looking for.
Frequently asked
General management & business units: your questions
Should a business unit director manage a profit and loss account?
Define the role’s financial scope. Say which revenue, which costs, which resources and which decisions they own, and what stays with the group.
How should we prepare for a founder's succession?
Describe the operational responsibility being transferred, the founder's remaining role and how disagreements will be handled. Teams must understand the new executive's responsibilities.
Can the role include transformation?
Yes. Transformation can be a priority for the future CEO when the role is permanent. Clarify the resources, milestones and consequences they will continue to own afterwards.
Which route should we choose for temporary cover?
If the responsibility covers a limited stage, explore interim general management. An interim assignment can also provide cover while a permanent executive is recruited.
Can a search remain confidential?
Yes. Approaches are made without naming the company until you allow it. Set out at briefing stage who is informed internally, and when the name can be shared.
A conversation to move forward
A specialist calls you back.
I represent a businessProjects, assignments and permanent hiring.
The right expertise. When you need it.
I am a consultantFreelancers, transition managers and permanent candidates.
