I was born and raised in Istanbul where I studied to become an electrical and communications engineer. I ended up working in the executive search sector; most recently in the Industrial and Manufacturing Practice Group at SpenglerFox.
I worked in sales and business development for 25 years. I was eventually approached by the SpenglerFox executive search company to come work for them. Their contacting me happened at just the right time, for I was considering a career change and a role with less travel. It took two years and five rounds of intense meetings, but I ended up here.
Generally, the processes are the same. In both roles, you are looking to find the right person for a specific role. “Headhunting” is more of marketing term that had been previously used to reflect the challenge of finding highly-skilled people for critical professional roles. That term tended to reflect the perceived aggressiveness of the process. In executive search, we tend to deal with C-suite level positions that focus on company strategy and leadership.
The process has evolved mainly based on how clients perceive the market. The market for placing new talent is now more global. So, we address all projects from a global perspective working with all the experts in our team to provide input. The most critical aspect of search is communications. There has to be chemistry between ourselves and the client. A successful search process always starts with a very good brief: we sit down and talk to the client about what they want and what they need. The client has to trust us: they need to see that we understand their business, how leadership interacts with employees, and that we can deliver the right talent to execute the given role. The process is not just about one-off assignments: businesses grow and change and, for us, this means we need to monitor our clients' evolution and develop relationships and care programs that are responsive to their changing needs.
Communication is critical. To be a good executive search consultant you need a strong level of social and emotional intelligence. You have to view assignments from a global perspective, sometimes taking a deeper look at what clients need just as much as what they want. Success in our industry involves having a superb network of contacts and knowing our clients’ businesses from back-to-front.
My favorite question to ask is “What makes you happy?" I ask this both generally (about life) and specifically (about career). Other questions I like to put to candidates include “Can you define an ideal leader?” and “What does success mean to you?” These questions usually give me good insight into the candidate and help me get an idea of their work process, what metrics they use to evaluate other employees’ success, as well as their ability to manage and delegate work.
For me, failure is a relative term. I think we all have different measures for where we think we “should” be at any given moment in our careers and this defines how we feel about success or failure. I can remember a time at a former company when I really wanted to move to a role at the company's offices in Switzerland. I had delivered on my work, executed well but, in the end, I didn't push hard enough. I later realized that perhaps I didn’t want the move as much as I thought. If I had, I would have pushed myself much harder.
I think I’ve been successful because of my openness and my honesty. Plus, I am very eager to learn. I think my approach to our business as a positive, but analytical, thinker has helped a lot. So much of what we do is about how we speak, how we approach people and how we deliver on client requests. I think my biggest success has been learning how to engage with clients and deliver specific messages. This has helped develop trust and personal bonds over the years.
The key thing here is that we’re not selling a product. We are changing peoples’ lives. That’s why we integrate follow-up tools into our placement support processes. We have a multi-phases review scheme to monitor how candidates are doing and to discuss their satisfaction. As a rule, I also make calls to candidates right on the first day. I want them to know that we care how they do in their new role and are willing to pass relevant information back to their bosses so that management can work to improve onboarding processes. Finally, follow-up with candidates is definitely an investment that pays off, because many times over we’ve received very good referrals from people we’ve successfully placed. They trust us and know their colleagues will be in good hands with us.
I’d say because of our commitment to candidates and our thoroughness in managing the placement process. We do client feedback reviews and most often they compliment us on our communications process, our support programs, speed of response and our integration of coaching services into our search process. There are many other businesses out there that do what we do. However, we invest a lot in relationship-building. We place emphasis on our trusted advisor role. We also focus on a borderless approach to doing business, where we leverage the contacts and know-how of experts in our global practice groups to find clients the best talent available on the market.
Essentially, there are two routes. Either you join the business as an intern and then gradually move to a consultant role. Or, in other cases, people move to this business after having worked for several years in a specific industry segment. I think that, afterwards, to thrive in our business you have to have a strong interest in people: in building long-term relationships. People in our business advance and succeed because of a willingness to learn and take on new skills. Our business is constantly evolving and we increasingly see impact from sector overlap (i.e. integrating disciplines like tech and psychology) and the need to learn continually.
I think your best talent comes from people who are willing to engage. You want someone with people skills as well as emotional and social intelligence. It truly depends on the situation though. Some businesses may feel that the top talent is the executive that performs best; the one who meets quarterly targets. Others may define success as the manager who finds the best solutions to problems. At SpenglerFox, we do our best not to pigeon-hole talent or insist on working within the paradigm of traditional roles. In some cases, we help clients define and place candidates in jobs that hadn't existed in the past. Top talent is able to work across disciplines and inspire and motivate colleagues and teams with their problem-solving skills.
SpenglerFox are pleased to announce a strategic alliance with Cowley Brown Recruitment which will see both companies look to grow and expand their retained executive search business in Ireland. Cowley Brown is based in Dublin with a mix of retained and contingency search business mainly in the Irish healthcare sector and as a consequence, also in the UK and Middle East. SpenglerFox is a leading retained global Search & HR services firm, with Irish heritage, across multiple territories serving both the mature and emerging markets. This new alliance will target the retained executive search business in the Irish market with an initial focus on C-suite roles in Life Sciences and related sectors, but will also create an opportunity for Cowley Brown to engage with SpenglerFox jointly on assignments in other countries around the globe. Through this strategic alliance both companies will bring considerable added value to their respective domestic and international clients, Cowley Brown having successfully built up a considerable local footprint in Ireland and SpenglerFox having a strong international brand as a retained executive search expert, with a wide international reach for sourcing the best talent for their clients. Jens Friedrich, CEO of SpenglerFox, added ‘’Following our Management Buy Out in 2017 we have been focussing on increasing our specialised expert industry knowledge as well as expanding our geographical reach and Ireland has been a priority market on our radar. We are delighted to form this new alliance with Ken and his Team at Cowley Brown. Such an alliance will give SpenglerFox the executive search exposure in the ever improving Irish market, while also continuing to strengthen our Life Sciences practice and serving our international clients who are expanding into the Irish economy.‘’ Ken Cowley, Director of Cowley Brown, is very excited about this new alliance for his firm, and says; ‘’We feel this was the perfect time for us to strike this arrangement with the team at SpenglerFox due to the continuing growth in the Irish economy and our own growth over the last 12-18 months. We have seen an ever increasing demand from our clients for assistance in helping to fill key C-Suite roles, so we are very much looking forward to the prospect of tapping in to the resourcing strength, market-specific expertise, and the global reach that our new business colleagues at SpenglerFox will provide. Also, we feel that the values of our two organisations are highly aligned, with a massive level of enthusiasm for finding top talent and for putting our clients at the centre of everything we do.’’ Both companies feel that there continues to be significant opportunities in the Irish market, as both FDI and indigenous Irish companies continue to expand. The combined set of strengths of both teams, as well as the level and quality of existing contacts and candidate-reach, means that ambitious targets are being set by the new strategic alliance, and both companies are very much looking forward to an exciting future, collaborating on multiple assignments together, both in Ireland and internationally in the best interest of our respective clients.
The Budapest Business Journal – Book of Lists 2018/2019 is an industry guide unique to Hungary and provides company data of 2,500 of the largest companies in more than 70 fields. We are pleased to share that SpenglerFox ranked 3rd amongst Executive Search firms in Hungary. I am delighted once again by this recognition of our services to the Hungarian market. Since our Budapest office first opened in 2005 we have been continuously identifying the very best senior executive talent for our clients businesses. As we now enter the second year of our MBO in 2017 our team in Budapest is continuing to grow and our Research team strengthened to further support our client and candidates as they evolve. Jens Friedrich, CEO
Delighted to gather our entire company in Frankfurt one year post our MBO for two packed days of relationship building, learning and fun. Since our MBO in July 2017 this was the first All Staff event, there was an incredible atmosphere and energy, we certainly needed the energy to help us through the networking, workshops and of course the party! No event is ever complete without an award ceremony, so we presented our staff with more than 10 years tenure travel vouchers, we’re really proud that 50% of our Foxes have been with SpenglerFox between 5 and 14 years! Damien Stork, Chris Beedle and Dan Godsall from Chamonix Hard Cross joined us on day two to take us through their Personal Eco System program. Showing and reminding us why our environment, sleep, exercise and nutrition can help our mental performance, and find more time for that work/life balance. It was great to get the family together once again, so many friendships strengthened, already looking forward to the next. Jens Friedrich, CEO.