The BlueSteps Career Forecast · including healthcare, automotive and financial services, as well...

TheBlueStepsCareer Forecast

Focus on Technology 2013 A look at the global Technology sector

This paper presents one-on-one interviews and commentary from leading AESC retained executive search consultants who specialize in placing executives in the Technology sector worldwide.

Contents:

Page 2-6: Expert Q&A * Clarke Murphy, Russell Reynolds Associates

Exclusive onGlobal Digital Transformation

Page 7-9: Expert Q&A* Gerry Davis, Johnson (Australia)

0-11: Expert Q&A * Train Luo, CTPartners (China)

Page 12-15: Expert Q&A * Rodrigo Byrro, Fesa (Brazil)

2 Interviews with Retained Executive Search Firms

Expert Q&A - Focus on Technology 2013

Clarke MurphyRussell Reynolds Associates

The AESC and BlueSteps recently had the opportunity to speak with Clarke Murphy, CEO at AESC member, global executive search and assessment firm Russell Reynolds Associates.

BlueSteps: Hi Clarke, we last met up in May of last year when you and Peter Felix, AESC President, joined in a discussion for the AESC’s podcast series on the executive search industry. You had recently stepped into the role of CEO at Russell Reynolds Associates. How has the past year been for you and your firm and what is your outlook for the year ahead?

Clarke Murphy: This has been a defining year for Russell Reynolds Associates. From the launch of our Digital Transformation Practice to the establishment of our China Desk—two of our industry’s first such initiatives—we are seeing an increased need for resources that transcend traditional categories. Today’s business opportunities and challenges are far more complex and we are responding in kind. We want to make sure that we continue to help our clients build the most effective boards and leadership teams to leverage the opportunities and meet these new challenges.

One of the biggest drivers of growth for our clients is digital. Digital innovation and technology continue to transform virtually all businesses across all regions of the world, and we are seeing an imperative for our clients to acquire and develop digital expertise at the highest levels. I am pleased that we have taken a leadership position in this space and look forward to continued growth in 2013.

BlueSteps: As you mentioned, Russell Reynolds Associates has just launched the search industry’s first fully integrated Digital Transformation Practice. What was the vision behind this new practice?

Clarke Murphy: Digital expertise is no longer optional for corporate leadership. Every conceivable industry sector is compelled to leverage digital technology as a means to communicate and interact with their customers, create new supply chains to deliver products and services, harness data and information about customers and outcomes—it touches every aspect of business. As a firm, we have seen this translate to tremendous growth as demand has grown for leadership with expertise in digital’s key drivers—social, mobile, big data and cloud computing.

Our vision for the Digital Transformation Practice is simple—to help our clients understand the digital revolution as it applies to their specific business goals and strategy, and help them recruit, develop and retain digital talent that can successfully lead them through their own digital transformations.

Exclusive onGlobal Digital Transformation

BlueSteps: What specialty and functional areas does the new practice include?

Clarke Murphy: The digital transformation itself has no boundaries, unlike our industry’s traditional sector approach. Our clients’ desire was that we integrate our expertise in digital board and C-suite leadership across all of our sector and functional practices. We are seeing demand from traditional, non-digital sectors including healthcare, automotive and financial services, as well as pure-play digital areas including digital media, e-commerce, mobile technology and social media.

In terms of assignments, we are seeing increased demand for senior executive roles to help define the digital strategy at most companies, including Chief Data Officers, Chief Digital Officers and Chief Technology Officers. At the board level, there is demand for digital expertise to help provide oversight and help define the organization’s digital strategy.

BlueSteps: What does the word “digital” really mean for businesses today?

Clarke Murphy: We think digital defines business today. It is a transformation that cuts across every aspect of how companies engage externally and operate internally. It is innovation in the form of social media, mobile devices and apps, big data and cloud computing that rewrites the fundamental rules of business.

Sellers can target buyers with new levels of specificity, and buyers benefit from greater transparency and access to information in the buying process—in both consumer and business-to-business environments. Allies become competitors and competitors become collaborators. What was once sold is given away, and what was once given away becomes a liquid asset. Digital innovation provides growth opportunities for companies of all sizes, from every conceivable sector.

For example—one of our clients is an international insurance company who recognized that leveraging their vast stores of data could be the key to transforming their business. They had valuable information scattered across different business lines that could be used to make important underwriting, risk management, marketing and relationship management decisions. We worked with them to find a Chief Data Officer who could drive the data analysis initiative across the firm. This digital leader came from outside of the traditional insurance/financial services space—the successful candidate had spearheaded the use of data and analytics to improve patient outcomes for a healthcare organization. The insurance company is now building out their data and analytics capability with several additional senior hires with expertise to help drive the broader digital strategy. BlueSteps: Digital transformation is of course not just about the technology sector. What industries and what functional roles are being impacted most by digital disruption?

Clarke Murphy: While transformation is taking place across the board—sectors like education, healthcare,


“We are seeing increased demand for senior executive

roles to help define the digital strategy at most companies,

including Chief Data Officers, Chief Digital Officers and Chief

Technology Officers.”


and automotive provide clear examples of the type of change we have seen in the past year.

The fundamental infrastructure of education has been transformed by digital technology. Online and mobile are driving comprehensive, disruptive change from pre-kindergarten through high school, university and life-long professional education.

In the healthcare industry, digital technology is ideally suited to address the complexities of performance and outcome-based payment models that require healthcare providers to seek analytics and track outcomes. Digital technologies are essential to achieving increased quality at lower costs. There is a pressing need in healthcare for leaders that can integrate these capabilities successfully in an industry historically resistant to

change.

The automotive industry is leveraging digital technology to develop sophisticated “connected vehicle platforms”—the combination of GPS, wireless and other technologies that bring new entertainment, communication, navigation and safety features to car buyers is essentially turning cars into mobile devices.

Successful transformation requires enterprises to fully embrace digital across all levels and titles. It is a leadership discipline, not merely a specialized department. Top-level executives must embrace digital transformation. CEOs must be conduits for digital leadership, effectively communicating the digital strategy to the entire organization, investors, analysts, customers, and extended stakeholders. Boards need to be fluent and experienced in digital, to provide effective governance in what is now a strategic imperative for the business.

BlueSteps: What are some new functional roles emerging out of the digital transformation?

Clarke Murphy: The digital transformation of business has created the need for more specific areas of expertise, regardless of industry sector: The rise of the Chief Digital Officer is perhaps the most rapid, and the most influential role—these leaders work closely with the CEO, the board and the senior team to define the digital strategy, and to help integrate digital throughout the organization. Chief Data Officer is a pivotal role that sits at the intersection of IT, Marketing, R&D and the organization’s supply chain, responsible for leveraging newly available data and analytics for customer insight, revenue, growth and profitability. Another key role is the Digital Marketing Officer. The influence of mobile and social on organizations has created the imperative for senior marketing officers to possess a keen understanding of digital marketing channels and how to apply data and analytics to branding, marketing and customer service initiatives. In the last year, all of these digital experts have solidified their roles in the C-suite.

BlueSteps: Everywhere we look these days, in the news, on the blogs, it seems we are hearing about

“The influence of mobile and social on organizations

has created the imperative for senior marketing officers to

possess a keen understanding of digital marketing channels and how to apply data and analytics

to branding, marketing and customer service initiatives.”


or reading about big data? What is the effect of big data on the search industry?

Clarke Murphy: The promise of big data is to help companies better understand and interpret customer interactions. In the search industry, we are seeing a definitive increase in demand for leaders that not only understand data management and analytics, but who can leverage this information in real time to make decisions that best position the enterprise for sustained growth. As with all digital positions, this imperative is also having a ripple effect, driving demand for analytics-focused talent beyond the C-suite. For example, our Retail business has grown enormously, but now Retailers seek senior leaders who are technologists, not traditional merchants or store operators.

BlueSteps: Explain to us how digital innovation is now an issue of strategy, and not just about using new technology platforms to improve processes.

Clarke Murphy: Digital innovation has moved beyond process improvement to fundamental changes in how businesses generate results. Digital tools have dramatically altered how buyers and sellers interact, allowing for targeted outreach and unprecedented amounts of feedback. Also, tools such as cloud-based infrastructure have evaporated long-standing constraints on scalability and barriers to entry. Managing these changes effectively now defines how a company acts on a strategic level.

BlueSteps: The Russell Reynolds website displays the statistic that 72% of executives cite competitive pressure as a reason to begin a digital transformation. What tools and expertise are required of today’s senior leaders in order to handle digital transformation?

Clarke Murphy: The composition of each digital skill set may vary, but adaptability is essential. For many industries, e-commerce and transactional expertise is the price of entry for digital leadership. Marketing executives typically require a higher degree of expertise in social media and online marketing/SEO, with an emphasis on driving digital brand awareness.

Overall, a big prerequisite is the ability to understand and work well with transformative products and technology. Traditional ways of doing business are constantly changing because of digital, and leaders need to be knowledgeable and flexible enough to overcome challenges and take advantage of digital opportunities.

BlueSteps: Explain how digital has impacted boards of directors.

Clarke Murphy: It is critical that board members help lead the digital transformation and engage with the CEO to develop the most effective digital strategy and talent—and a corporate culture that will support it. Ultimately, boards will need to be able to understand the impact of digital transformation and expertise on the CEO evaluation and succession process.

“It is critical that board members help lead the digital

transformation and engage with the CEO to develop the most effective digital strategy and

talent—and a corporate culture that will support it.”


Boards must therefore possess the relevant competencies, experiences and perspectives to execute their governance duties in the era of digital transformation. This has led to increased demand for “digital directors,” leaders with experience at pure-play digital companies, or digital experts who have helped lead non-digital companies through a digital transformation.

BlueSteps: What might be some emerging new functional roles in the next few years to come?

Clarke Murphy: Again, adaptability is essential throughout this transformation. Many of the functional roles rising out of today’s digital transformations have not been fully defined and will continue to change as best practices develop. It will be particularly interesting to see what roles develop in non-digital sectors such as energy, industrial, healthcare and automotive, as well as the next iteration of digital media.

As a search professional, this underscores the critical need to understand and leverage the value of human capital—perhaps the only element that remains constant throughout this digital transformation.

Thank you, Clarke, for providing a closer look at the new Digital Transformation Practice at Russell Reynolds Associates. We wish you and Russell Reynolds Associates great success for the year ahead.

***

BlueSteps: First of all, Gerry, many thanks for taking the time to speak with the AESC and BlueSteps about Tech sector-related trends in executive search. Could you tell us about the search firm you come from and the work you do there?

Gerry Davis: Johnson is Asia Pacific’s first fully integrated Executive Search and Leadership Advisory firm, with offices in Sydney, Melbourne, Shanghai, Hong Kong and Singapore. I lead the Technology and CIO practices out of Sydney, and am a member of the Board & CEO practice. Prior to Johnson I was the Managing Partner, Global Practices and APAC as well as Technology Practice Lead with Heidrick & Struggles, and previously Director and CEO with Telstra/Microsoft, IBM GSA and Lend Lease.

Johnson’s Executive Search and Leadership Advisory teams provides bespoke client solutions for leadership capability assessment, development and acquisitions. Johnson’s bespoke solutions may include standalone or integrated offerings which address:

1. Board advisory and acquisition2. Merger and due diligence3. Leadership assessment4. Leadership development and performance improvement5. Diversity strategy6. Leadership succession7. Leadership acquisition 8. Leadership onboarding and coaching

BlueSteps: The annual AESC State of the Executive Search Industry Report, released earlier this year, shows a 3.1% increase in the number of executive searches started in the Technology sector from Q4 2011 to Q4 2012. What is your outlook for the Technology sector for the year ahead?

Gerry Davis: The sector will see increased activity particularly in services and ICT. This will be driven by increased demand for more sophisticated outsourcing and partnering solutions. It will also be accompanied by an increased appetite for improved business partnering and ICT leadership to support business transformation driven by big data, etc.

BlueSteps: What is happening within the Tech sector right now in terms of executive opportunities? What particular roles and skills are in demand?



Gerry DavisJohnsonAustralia

Gerry Davis: In professional services: Sector and key account management; proven sales leadership in transformational, business/data analytics, BPO and traditional outsourcing. In telecommunications: Improved capability in shaping and delivering broader, multi-partner solutions. In IT leadership: The focus is on seeking stronger business engagement and leadership, helping the business to identify and address opportunity and innovation through better leverage of information assets, technologies and processes.

BlueSteps: How is cloud computing, big data and mobile impacting the sector? Are you seeing many searches for functional roles that didn’t even exist two years ago? If so, what are some examples?

Gerry Davis: There is evidence of the emergence of both role convergence and new functional roles together with the need to transform client engagement models and embrace digital opportunities. Leaders across all industries are recognizing that digital is a strategic issue and not just about technology platforms or business processes, whether it involves cloud, big data or mobility. It requires leadership from the Board, the CEO and the digital experts who will execute a strategy for digital transformation.

Role convergence. The Chief Digital Officer is not necessarily a new role, rather the convergence of the CMO and CIO roles. CIOs tend to have been more back-office focused and need to move into the big data, analytics and mobility area.

Other roles which have also converged include the Head of Operations and the Head of Technology to support organizational transformation and the Head of Sourcing and Head of Technology, to support situations where alliances, partnerships and outsourcing become the means of promoting flexibility, agility and efficiency.

Upgrade of the CXO. These roles are becoming more demanding in general. For example the ‘new CIO’ will bring higher order leadership engagement, strategy & architecture, and business alignment skills. Broader leadership capability and credibility is required in order to deserve and command a seat at the executive table. The CIO, and through them their team, need to become more productive, to allow the CIO to step away from tactical and operational tasks, and allow them to focus on emerging technologies and the transformation agenda. There is a clear need to understand the leadership capability gap and opportunity, and develop a talent development and acquisition strategy to support the upgrade the CIO role.

Client engagement and sales processes. Clients are looking for a holistic view and the buyer (CEO, CMO, CFO, CIO, Head of Procurement et al) of the IT enabled solutions is no longer just the CIO or CTO. Vendors need to build relationships across the client organisation, to both the front and to the back office. They must be able to provide transformational advice, counsel and guidance —analysis, insight, modelling, design, strategy & transformation are all required if the vendor or consulting firm is to avoid disintermediation by the global firms. The global firms need to acutely focus on their primary source of competitive advantage and seek to challenge the procurement driven acquisition models (cost based category management) through development and leverage of proprietary IP and their financial resources / balance sheet. This may require risk and gain sharing with the client. Of course this challenge is non-trivial suggesting an revamp and up-skilling of the sales and marketing teams together with the creation of a new category of offering.



BlueSteps: Geographically, which markets or regions are particular strong for Tech this year?

Gerry Davis: The technology sector in 2013 is proving to be strong across the entire APAC region.

BlueSteps: Are there opportunities in the Technology sector for executives who have no previous experience in Tech? If so, who is a likely candidate to make a successful career transition into Technology?

Gerry Davis: There are many opportunities in the technology sector for outstanding leaders who can demonstrate superior sales, marketing, consulting or sector/client knowledge. A good candidate would be a marketing director stepping into the Chief Digital Officer role, focusing on big data, analytics and insight.

BlueSteps: What can executives today do to increase their visibility and get noticed by executive recruiters?

Gerry Davis: They should be well-performed, well-connected and known to their peers and maintain regular contact with executive recruiters supported by appropriate use of social media, etc.

BlueSteps: If you could offer one key piece of advice to today’s senior leaders, what would that be?

Gerry Davis: To strengthen their leadership skills and those of their team. Only by developing their team will performance improve and allow them to identify opportunities, engage with stakeholders and maximize their contribution to their firm’s success.

Thank you, Gerry, for your insight into the current state of the executive job market in the Technology sector. We wish you and Johnson great success for the year ahead.

***

“There are many opportunities in the technology sector for outstanding leaders who can demonstrate superior sales, marketing, consulting or

sector/client knowledge.”



Train LuoCTPartners

China

BlueSteps: Thank you, Train, for taking the time to speak with the AESC and BlueSteps about Tech sector-related trends in executive search. Could you tell us about the search firm you come from and the work you do there?

Train Luo: CTPartners is the only search firm in the world which measures itself, audits itself and remains committed to what clients care about - Performance, Quality & Results.

Headquartered in New York, CTPartners has 22 offices in 15 countries. Each location features consultants with broad and deep industry experience as well as a proven track record of placing top performing senior-level candidates in financial services, life sciences, manufacturing, professional services, consumer and retail, technology, media and telecom, board advisory services, and more. I am based in the Shanghai office, covering Greater China with a primary focus on the TMT sector, and a secondary focus on the Consumer and Financial Services Practices (mainly venture capital and private equity investment) sectors.

As one of the world’s pioneering technology executive search firms, at CTPartners we are proud of our reputation as technology search experts. We have earned this honor after decades of demonstrating expertise in a number of technology industries, offering clients streamlined access to top talent across all sectors, and a track record of recruiting executive superstars outside the tech sector and convincing them to join technology companies. Since 1980, we have successfully partnered with thousands of Technology, Media & Telecom companies globally. And, while we are large enough to find the world’s leading candidates, we remain nimble and committed to providing the senior-level attention required to swiftly identify the most talented candidates. Strategic and road-tested, our size allows us virtually unrestricted access to the world’s leading organizations where we can utilize our proven methodology, and industry-best technology.


Train Luo: My own observation is that the market is flat for now (Q1 and Q2 of 2013), however I am more positive about Q3 and Q4 of the year. Part of the reason of the current “flat status” is because of the Chinese New Year syndrome, as well as the government leadership’s handover in March. China’s economy will still grow at a reasonable fast pace, which will drive the need of executive search services.

BlueSteps: What is happening within the Tech sector right now in terms of executive opportunities?


What particular roles and skills are in demand?

Train Luo: My personal observation is that the B2C sector is more active than the B2B sector. The verticals include e-commerce, digital advertising (B2B2C), mobile Internet. The key positions include Chief Digital Officer, GM of Digital Business, CTO of Mobile Internet and Digital Marketing leaders, as well as Sales leaders for smart devices.


Train Luo: Cloud computing and big data are probably the only hot areas within the B2B space. There are certainly new demands on senior R&D leaders in these two areas, as well as in the Mobile Internet space. Although the technology requirements of these new areas in Tech are a bit different, the leadership requirements are almost the same in terms of R&D function.

On the other hand, arguably the Chief Digital Officer, or GM of Digital Business for traditional off-line businesses (i.e. retailers or print media), is a new role created in recent years in terms of driving digital transformation.


Train Luo: Since I only focus on the Greater China market, I feel the market may not be as active as the Silicon Valley market, but it is in fair shape.


Train Luo: There are executives from traditional offline business (i.e. retailer) joining e-commerce platform companies like T-Mall (Alibaba), 360Buy (JD.com), Amazon, etc. The candidates are certainly the top-notch players who demonstrate strong learning agility in terms of openness and the ability to acquire new knowledge, as well as adaptability to dynamic working environments. “Embracing the change” is the mentality commonly found in these executives.


Train Luo: Update your LinkedIn profile with enough keywords!


Train Luo: “Stay hungry, stay foolish.”

Thank you, Train, for your insight into the current state of the executive job market in the Technology sector. We wish you and CTPartners great success for the year ahead.



Rodrigo ByrroFesaBrazil

BlueSteps: Thank you, Rodrigo, for taking the time to speak with the AESC and BlueSteps about Tech sector-related trends in executive search. Could you tell us about the search firm you come from and the work you do there?

Rodrigo Byrro: Fesa is a Brazilian practice-oriented recruitment consulting firm with six regional offices (São Paulo, Rio de Janeiro, Curitiba, Porto Alegre, Campinas and Belo Horizonte), as well as nationwide capabilities.

Fesa has been recruiting and selecting executives for top and middle management positions for the last 18 years, and we have become the leading retained executive search firm in Brazil. Fesa has developed more than 5,000 projects for over 1,000 companies, which has generated the hiring of more than 3,500 executives —more than 100 CEOs and 1,000 C-level executives, as a whole, both in Brazil and abroad.

Fesa has a global presence through a partnership with IIC—ranked among the top ten executive search groups in the world, providing global reach, as well as local focus, through more than 55 offices in 38 countries. Fesa is the largest of IIC Partners’ operations.

Fesa is also a member of the AESC—Association of Executive Search Consultants, the largest global association of firms in the executive search industry, responsible for defining high quality industry ethics and professional standards.

Fesa’s work is based on creating value for our customers through:• Integrated practices strategy • Project Teams combining local expertise with local market knowledge• Cross access to talented people• Quick response, proactive tracking of candidates, accelerated search assignment completion cycles• Close communication with clients in all stages of an assignment

Fesa’s method of executive search and evaluation is based on an understanding of the current context of the company, its culture and aspirations; we build a relationship of synergy with our customers supporting the implementation of a medium and long term strategy through human capital.

We aim to turn this synergy into a competitive advantage through search and selection of the best talents and market analysis to enrich their decisions.


Fesa’s consultants have the expertise and market knowledge to assess skills, experiences and the cultural profile of professionals, comparing them to the specifications of each project. Moreover, our consultants accumulate extensive networks, providing our clients better access to the best talent.

Our researchers look for the ideal candidate, through a structured process of active market research, combined with an extensive database search.

The research is based on a strategy previously defined with the client, and it unfolds in a search process that guides us in the identification of executives targeted for each project. These executives are interviewed by our consultants who evaluate their technical, personal and management skills, as well as their cultural alignment.

I am a Director & Partner at Fesa, conducting consulting projects for the IT and Telecom sectors. I’m also responsible for all assignments from clients in those industries. It’s my responsibility to generate business opportunities, deliver assignments, and be the interface for the entire market, delivering Fesa’s quality and market knowledge.


Rodrigo Byrro: The Technology sector in Brazil is under a large transformation process. Mergers and acquisitions from both global players and local providers have occurred extremely fast (Tech is by far the sector where M&As are occurring most rapidly). Moreover, IT has become more important to all sectors, which has lead the migration of executives from the Technology sector into other industries.

Recently, Big Data and Data Center Solutions (cloud, security, hosting) have become the most important areas in the Technology sector in Brazil recently.

Fesa does expect a very positive outlook for the Tech sector in Brazil in 2013. The first quarter has already shown a positive number of searches, significantly better than in 2012.

BlueSteps: What is happening within the Tech sector right now in terms of executive opportunities? What particular roles and skills are in demand?

Rodrigo Byrro: Data Center Directors is one of the most requested searches in Brazil recently. Companies´ service migrations to the cloud and hosting experiences have brought new players to this market. The request for new talent has followed. Candidates for these roles need to have expert knowledge about IT infrastructure, Internet platforms and security. Besides those technical skills, any candidate would need to also demonstrate success at being able to sell those services to clients.

“Recently, Big Data and Data Center Solutions (cloud,

security, hosting) have become the most important areas in the Technology sector in Brazil.”



Rodrigo Byrro: Yes. All three areas mentioned have been demanding even more talent in the market.

As mentioned, data center and big data opportunities have been the most requested in Brazil recently. Companies have realized that they must deal with massive data on a daily basis, and that has caused great demand in the market for analytics skills. Titles like Analytics Manager and Strategic Data Manager have become common requests from clients.


Rodrigo Byrro: Brazil offers plenty of opportunities in the Tech sector. Although geographically large, Sao Paulo is Brazil’s largest market. However, we do see other regions requesting more Tech executives, as there have been large investments recently. Both IBM and Cisco have deployed large network operation centers and innovation labs in Rio de Janeiro, which has increased the demand for Tech talent. Besides that, Rio has been experiencing large governmental investments in preparation for the 2016 Olympics, and that requires even more talent.


Rodrigo Byrro: Fesa’s recent assignments in the Tech sector show that most candidates come either from the same Tech market or from the Consumer Goods market. That should not be viewed as the only industries where executives can successfully transition from, but it is a clear indication that market experience is very important. Besides that, demographically speaking, most tech-related positions in Brazil are being filled with primarily male candidates between the ages of 31-40 years old.

There are non-technical positions that don’t demand previous tech experience for success in the Tech market. Clients often request executives from other industries for those roles, which is seen as important in helping to refresh the mindset by offering new perspectives. To be considered for these opportunities, a candidate should be very dynamic, proactive, be able to work remotely, and deliver the expected results. There are no obligations to be in the office as long as you can work well to achieve the targets. Most companies are listed in stock exchanges around the world, and thus there is immense pressure on delivering market guidance! Therefore, be prepared for a rollercoaster ride with pressure to achieve quarterly results.


Rodrigo Byrro: Companies are made of people. People are a key success factor for those companies that want to succeed. If your leadership team is able to drive the company well, that means everyone will be part of a successful and desired organization. That helps candidates get noticed by recruiters.


I’m not saying you should only work for those companies, but the results you achieve are always important, no matter if you are in a large, medium or small enterprise. That shows to everyone that you have done something different than your competitors, and that you have either the technical or the leadership skills valuable to the market. Executive search professionals need to understand what those skills are and what is demanded by our clients.

Social networks, participation in large events, tradeshows, blogs and specialized websites and magazines always help increase an executive’s visibility. We are always looking for a connection to the best talent, to the executives that are not necessarily looking for a new challenge. We need to offer them a new challenge and convince them that their skills are important to take on the challenge.

Of course, networking is what matters most. Even if you are satisfied with your current employer, never stop looking for connections all the time. Be in touch, create social events, lunches, dinners—that will always help you be remembered by everyone.


Rodrigo Byrro: “Understand to serve”. That means, do whatever is possible to understand your customer’s requirements and pains, work hard to find the best solutions for the mid and long term, and you and your company will always be viewed as their trusted advisors—the ones that can deliver what they are seeking.

And as a reminder, a customer’s most recent experience with you is what matters. Therefore, strive to serve your customers well on a daily basis.

Thank you, Rodrigo, for your insight into the current state of the executive job market in the Technology sector. We wish you and Fesa great success for the year ahead.

About BlueSteps.com BlueSteps.com is an online career management service for global senior executives. As an exclusive service of the Association of Executive Search Consultants (AESC), BlueSteps enables senior executives to make their career profile accessible to more than 8,000 retained executive search professionals, all members of the AESC, and who search the database as an additional resource in their candidate and source identification process. BlueSteps members stay informed of executive job market trends and news, and use a variety of tools and resources to facilitate the successful management of their executive career path. For more information, please visit www.BlueSteps.com.

About The Association of ExecutiveSearch Consultants The Association of Executive Search Consultants (AESC) is the worldwide professional association for the retained executive search industry. The AESC promotes the highest professional standards in retained executive search consulting, broadens public understanding of the executive search process, and serves as an advocate for the interests of its member firms. For more information, or to download the AESC Code of Ethics and Professional Practice Guidelines, please visit www.AESC.org.

About Corporate Connect The AESC offers www.ExecutiveSearchConnect.com, a service for the HR community providing industry information and tools to assist with senior executive recruiting, including access to the AESC membership directory.

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