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.
We are delighted to announce the hire of Dr Eva Wuellner, Regional Practice Group Leader, MEA - Family Businesses and Technology “Based in Dubai, Eva will support our clients in both Executive Search assignments and Human Capital Services projects (Leadership Development, Assessment Centres, HR organization…). Having worked in multinational enterprises and family groups (Unilever, Amazon, FANUC, Lindab, Wadi Group), Eva has gained a broad cultural and professional expertise while working in Germany, Luxembourg, Russia, Czech Republic, Hungary, Egypt and Kuwait. Along her career, Eva grew her expertise in Talent, Change and Performance Management and Recruitment/Talent Acquisition. Eva holds a Master degree in Economics from the University of Passau, Germany, and an MBA General Management from the European University of Economics and Management in Luxembourg. She earned a Doctorate of Business Administration from Surrey Business School, UK, with the doctoral thesis titled “Talent Management in Luxembourg”. Eva is a fellow of the University Forum of Human Resource Development (UFHRD) and the European Institute for Advanced Studies in Management (EIASM). Eva speaks German, English, French, Italian, Spanish, Arabic, Russian, and Portuguese.” Says Cedric d'Halluin, Partner, Emerging Markets - Middle East, Africa, Russia, Turkey. “I am thrilled to join a multi-cultural team of Executive Searchers and HR professionals in a company that is grounded on high ethical values and family spirit with a strong customer-centric approach.” Says Dr Eva Wuellner, Regional Practice Group Leader, MEA - Family Businesses and Technology.
Xenia Becker and Cedric d'Halluin of SpenglerFox collaborate with GoINPHARMA to discuss compliance and globalization changing approach to leadership search in pharma and healthcare. Executive search and recruiting have changed rapidly over the past decade. Most of these changes stem from a deep restructuring of client needs. Whereas, some 10 years ago, businesses were asking executive search firms to fill top leadership and sales management roles, clients, in the past half-decade, started asking for placements in the fields of Market Access or Medical Affairs. The way larger pharma companies approached their business had changed. Many went from a commercial sales view of doing business to adopting a more scientific approach to bringing goods and services to market. Demand for leadership with deeper technical know-how grew. In emerging markets, the situation is not that different. Compliance issues have had a big impact on how corporate HR picks new leadership hires. The expat vs. local approach to hiring has come full circle. Initially, expats were brought in to emerging market countries to mentor and help with transition and economic restructuring, then local talent hires gradually replaced them. However, during the last five years or so, the environment in many emerging markets (i.e. Brazil, Russia and Turkey) has changed. Markets have become more regulated and subsequently ways of doing business have changed. Market buzzwords no longer include “expansion”and “adding headcounts”; instead, headquarters for multinationals in these markets now speak of “compliance” and “rational growth”. Because of new regulatory demands, company leadership teams are generally more cautious and calls for expat-influenced management have once again grown: due to their more extensive experience in handling compliance-related decision-making. Management and Leadership Skills Candidate skills have always been important. However, businesses (as our clients) have gone through significant evolution and this has changed their demands. If you go back a decade, it was very likely that a German company filling an executive post abroad preferred to, and did, hire a German candidate. This is no longer the case. Also, mobility is an increasingly important factor. More businesses seek people for leadership roles who are willing to relocate. This fact breaks with previous industry standards where business executives and upper-level managers focused primarily on career development. They took on a position expecting to advance within that specific worksite (geography). Today, however, markets like Germany are opening up to foreign talent: businesses are putting knowledge and skills at the top of their recruitment qualification wish lists. Key Skills in Demand Soft skills have grown in importance. This is particularly true for the pharma industry, and this stems from the fact that regulatory norms have changed a lot over the past twenty years. Previously, sales teams (and their leadership) had much more freedom in their approach to business. However, this has all been halted by regulations that look to curb potential corruption. This means that companies have had to look for new ways to build relationships with healthcare professionals. Businesses need leaders that keep an eye on compliance and work within the letter of the law and focus on sales team monitoring. Alongside that, pharma businesses now also place greater importance on executives’ ability to manage multicultural teams and to work within so-called matrix organizations. This means leading and providing guidance not only for local business units, but also therapeutic divisions, which can be a challenge. A further critical skill is executives’ ability to optimize production processes. Business leaders now look more at efficiency alongside improved production. This has been the case for the past few years: businesses are looking to minimize waste and focusing on lean management tools. The Great Recession did much to push this trend. Prior to the economic slowdown, there had not been such a big need to focus on efficiency. Now, this has all changed. Clients have excellence centers for lean management in pharma production. This, in turn, has changed pharma companies’ approach to talent sourcing. Previously, businesses had been more conservative, i.e. they hired talent with pharma backgrounds for pharma roles. Yet in recent years, they have switched up their search approach in the quest for efficiency. Now, it is common that a pharma company will look, for example, to the automotive sector to find the efficient leaders it needs. In emerging markets, retention and development of executive talent is just as important as the search process. Businesses increasingly focus on leadership development and use of assessment centers. Executive HR teams have moved from mass recruitment of new employees to intense development of existing teams; businesses are moving away from operational approaches and focusing more on strategy. They put more effort into strengthening the teams they have in place, rather than running external searches. One could say that companies have moved from an expansionist view of doing business to a strategist one. Impact of Technologies and External Influences Businesses increasingly talk of pushing forward with technological advancement; for example, as part of phenomena like Industry 4.0. However, the key ask organizations now have for their leadership at present is greater creativity. Businesses want their executives to be more flexible. You also see a greater push for a bottom-up approach to leadership versus traditional top-down models. Company leadership increasingly feels that customer-facing team members have a more direct relationship to the consumer: they have direct feedback on what the market wants. A specific reality impacting emerging markets involves local manufacturing. This is the case in Brazil, Russia, Saudi Arabia, South Africa and Turkey. Governments now have requirements that businesses invest in local manufacturing in order to get approval for price reimbursement for medicines and medical devices. Essentially, companies must localize production or they get booted from the market. This creates a further dilemma for multinationals as the talent for managing production is not always readily available on local markets. Overall, this is part of a broader cycle involving the expat/local/expat-hybrid recruitment cycle mentioned earlier. Some businesses have looked to bridge the expat-local talent gap by recruiting via national diasporas. They put together special packages to bring their countries’ expats back to their home markets. This has been a preferred recruitment strategy for emerging markets in recent years: businesses search among talent that has relevant, important cultural ties but who have also worked in different cultural environments and can offer a fresh perspective. The Future Executive Executive talent must increasingly be people-oriented. Businesses are shifting away from hierarchical leadership; these days, the focus is more on the team. This also stems from generational changes within businesses where younger leaders place greater importance on meaningful work assignments. Meeting this need has also become critical due to a lack of talent in many areas: need for retention is a key motivator. Leaders also need to focus on the needs of their teams and what younger generations now expect of work environments. For example, perks like home office have become standard. Whereas, a decade ago this was rare or unthinkable, most businesses now offer a mix of on-site (workplace) presence coupled with home office days. On-site vs. home office arrangements also place a new set of demands on executive leadership. Directors need better communication skills and they have to invest in developing trust across teams that may not be physically present on a daily basis. Executives have to check in regularly with their managers and lower-level teams and agree on reporting schemes that satisfy both sides. In emerging markets, executives increasingly expected to focus on effectiveness and efficiency. For example, you see pharma companies moving to an FMCG mindset. As the market for OTC products begins to grow more rapidly, sales demands a more aggressive approach. Pharma companies are looking for consumer-empathetic (consumer-minded) talent to drive and manage operations. Moving Forward: Take-aways As has been summarized in the text above, global economic forces are rapidly changing what businesses need from their top executive management. Our view at SpenglerFox is that clients must consider leadership placements within the framework of ever-changing business environments. Top executives will need to put together teams that can work within new regulatory structures, run flexible organizations that react quickly to new production needs, and introduce management styles that accommodate multi-generational employee teams. Investment in the development of forward-thinking and strategy-focused executive talent will ensure that your business succeeds on global markets in the coming decade. For more information please contact Xenia Becker Image credit : rawpixel
We are delighted to announce the appointment of Maciej Kotowicz, Country Manager - Poland. “It is with great pleasure that I announce our latest addition to the SpengerFox Group, Maciej Kotowicz, who will assume the role of Country Manager – Poland. Maciej will be based in Warsaw, one of our firms strategic hub locations and drive further growth in Central Europe as part of our overall business strategy.” Says Jens Friedrich, CEO of SpenglerFox Before joining SpenglerFox, Maciek spent the past 12 years as a Partner at Heidrick & Struggles in Poland. His focus has been on Executive Search and Leadership Advisory mainly within the Consumer and Industrial space in CEE. Prior to that Maciek gained substantial experience in General Management as the MD of Tate & Lyle as well as in strategic HR as the HRD of Ahold. “I am delighted to have joined SpenglerFox during this exciting chapter in the companies history and bring my experience to grow and develop the business and team in Poland as well as across wider geographies of SpenglerFox. To succeed in this industry you have to be a true expert and that is the minimum requirement of our clients, the generalist era is over” Says Maciej Kotowicz, Country Manager - Poland of SpenglerFox