In 2023, when ChatGPT was barely twelve months old, Harvard Business School professor Karim Lakhani delivered the line that has since defined the hiring conversation in every C-suite we work with:

“AI won’t replace humans — but humans with AI will replace humans without AI.”

Two and a half years later, the data has caught up to the slogan.

This is the first piece in a series we’re publishing on how executive recruitment in consumer and luxury goods needs to change in the AI era. As an executive search firm working across beauty, wines & spirits, luxury goods, fashion, travel retail, hospitality, and the broader consumer space, ACCUR has been watching this conversation evolve in real time — from “we should probably look into AI” in 2023, to “we need a Chief AI Officer” in 2024, to today’s far more interesting and far more consequential question: what do we look for in every senior hire, not just the AI specialists?

The answer matters because the cost of getting it wrong is now measurable — and the companies your competitors are losing share to are no longer keeping it a secret.

The panic doesn’t match the data

The popular narrative says AI is about to eat half the economy. The actual data — from the firms that track this for a living — tells a much more specific story.

Goldman Sachs Research, which has been modeling AI’s labor-market impact since 2023, currently estimates that roughly 6 to 7% of US workers will be displaced by AI over a ten-year adoption period — meaningful, but a long way from the apocalyptic headlines. Boston Consulting Group’s 2026 forecast is sharper still: 50 to 55% of jobs will be significantly reshaped by AI within two to three years, while only 10 to 15% are projected to be fully displaced over a longer timeframe.

Read that distinction carefully. Most jobs won’t disappear. They’ll just be done differently — by people who know how to work with AI.

The World Economic Forum’s Future of Jobs Report 2025, drawing on surveys of more than 1,000 large employers, comes to the same conclusion: by 2030, 92 million jobs will be displaced and 170 million new jobs will be created — a net gain of 78 million. Nearly 40% of the skills required on the job are set to change in that same window.

The way the luxury industry itself talks about this is instructive. At the NRF Big Show in January 2026, Soumia Hadjali, Global SVP of Client Development and Digital at Louis Vuitton, framed LVMH’s official position on AI in a single sentence: “For us, AI will never replace creativity; it amplifies it.” That is also the right way to think about AI and executive talent. AI won’t replace the CEO, the VP of Marketing, or the VP of Sales. It will amplify the good ones and quietly expose the rest.

The bifurcation is already here

The most revealing data point in the entire 2025–2026 research cycle comes from Deloitte’s State of AI in the Enterprise 2026 survey, which polled 3,235 senior leaders across 24 countries and six industries, including consumer:

• 34% of organizations are using AI to deeply transform — creating new products, reinventing core processes, rethinking the business model.
• 30% are redesigning key processes around AI.
• 37% are using AI at a surface level, with little or no change to existing processes.

That last third is where the trouble lives. These companies have ChatGPT licenses, a few enthusiastic mid-level adopters, and a CEO who can say the word “AI” in a board meeting without flinching. But operationally, nothing has changed. In eighteen months, when their direct competitors are running 30% leaner on overhead and 15% faster on new product development, they will look around and wonder where the gap came from.

The gap will come from leadership. Not from technology.

Why leadership — not workforce — is the bottleneck

This is the most important finding in McKinsey’s 2025 Superagency report, and it has direct implications for how companies should hire. McKinsey surveyed 3,613 employees and 238 C-level executives and concluded, plainly, that employees are ready for AI — the biggest barrier to success is leadership.

The kicker: C-suite leaders in the same survey were more than twice as likely to blame employee readiness as they were to blame their own role. The data does not support that view. The workforce is using AI. The workforce wants more AI. It’s the executives above them who are slow-walking the transformation — and who are most likely to confuse “I’ve used ChatGPT to draft an email” with genuine AI fluency.

This is why hiring criteria need to change. Not because the next generation of CEOs needs to write Python — that was never the point — but because the current generation of CEOs, GMs, VPs, and Directors is largely being selected on credentials that no longer correlate with success.

McKinsey’s State of AI 2025 survey found that 72% of organizations have now deployed generative AI in at least one business function, and nearly 30% of organizations report that their CEO is directly responsible for AI governance — double the figure from a year earlier. CEO-level engagement is strongly correlated with reported business value from AI.

L’Oréal CEO Nicolas Hieronimus, whose company sits squarely in our top recruitment vertical, has been about as direct as a CEO can be on this point. In interviews across 2025 — and in L’Oréal’s most recent annual report — Hieronimus has said simply: “AI is the big game changer.” And: “Tech and AI are increasingly turbocharging everything we do.” L’Oréal is investing over €1.3 billion a year in research and even more in technology; its AI now scans hundreds of new molecules per year, where in the past it took months to evaluate just one.

This is what CEO-led AI looks like in practice. The firms where the CEO drives it are the firms making money on it. The firms where the CEO delegates it to IT are the firms reporting unclear ROI quarter after quarter.

If you’re hiring a CEO, GM, or VP today and AI fluency is not a top-three selection criterion, you are recruiting for the 2019 economy.

What AI-fluent executives actually do differently

This is the question we’re asked most often by clients in luxury, beauty, and CPG: what does “AI-fluent” actually mean at the executive level? It’s not Python. It’s not prompt engineering certifications. It’s a specific set of behaviors that show up — or don’t — in the way a leader operates.

The most useful framework available comes from BCG. Sylvain Duranton, who leads BCG X globally, calls it the 10-20-70 rule: successful AI leaders allocate 70% of their effort to transforming people, processes, and culture; 20% to data and technology; and just 10% to algorithms. The implication for hiring is that the executives who will create AI value are organizational change leaders first, technologists a distant third.

The cleanest experimental evidence we have on what AI-augmented work actually produces comes from a recent study you can put directly in front of any consumer-goods board. In 2024 and 2025, researchers from Harvard Business School, Wharton, and ESSEC — including Karim Lakhani and Wharton’s Ethan Mollick — ran a pre-registered field experiment with 776 professionals at Procter & Gamble. P&G people worked on real product-innovation challenges, randomly assigned to work either with or without AI, and either alone or in two-person teams. The findings, published as the Cybernetic Teammate study in March 2025, are striking:

• Individuals using AI matched the performance of two-person teams without AI. One person plus a model performed at the level of two people without one.
• AI broke down functional silos. Without AI, R&D people produced technical ideas and commercial people produced market-oriented ones; with AI, both groups produced balanced proposals.
• Less-experienced employees benefited the most, narrowing the gap with senior talent.

This is the future of how every team in consumer and luxury goods will be staffed and structured. And the executives who already think this way — who can describe how they have personally redesigned a workflow around AI, what they handed off to the model, what they kept, and how they measured the result — are the executives who will run those teams successfully.

When we assess a candidate’s AI fluency in an executive interview, this is what we listen for. Not “yes, I use ChatGPT.” But: walk me through the last workflow you personally redesigned around an AI tool. What did you give to the AI? What did you keep for yourself? How did you measure the result?

The candidates who answer that question fluently are operating from a different paradigm than the ones who don’t. And here is the data point that should worry every hiring manager: BCG’s 2025 AI at Work study, which surveyed 10,635 employees across eleven countries, found that regular AI use among managers rose 14 points to 78% in 2025 — making managers the heaviest AI users in the workforce, ahead of frontline workers (51%) and, in many cases, ahead of the executives above them. If you hire a senior leader who is less fluent with AI than the manager reporting to them, you create an authority gap that will quietly erode credibility from below.

Why this matters more in Consumer and Luxury Goods

Consumer and luxury goods are uniquely exposed to AI on both sides of the P&L. McKinsey’s most recent research on the consumer enterprise found that CPG and retail companies leading in digital and AI are delivering three times greater total shareholder returns than their peers. Three times. That is, by itself, the entire performance gap that will define this industry’s next decade. And the brands we recruit for — beauty, wines & spirits, luxury, watches & jewelry, fashion, travel retail, hospitality — are already moving.

In luxury goods, AI is already inside the maisons

LVMH provides the clearest picture of what serious AI adoption looks like in a luxury group. Across its 75 maisons — Louis Vuitton, Dior, Tiffany, Sephora, Moët, Hennessy, Bvlgari, Celine, Dom Pérignon — LVMH has built MaIA, an internal AI assistant powered by Google Gemini, Imagen, and OpenAI’s GPT models. More than 40,000 LVMH employees now use it. Bernard Arnault himself put more than $300 million into AI startups in 2024 through his family office Aglaé Ventures. Stéphane de Pirey, who leads LVMH’s tech and digital strategy, summed up the operating principle in a way every luxury executive should memorize: “For technology to be successful in the luxury sector, it needs to be everywhere but be visible nowhere.” Every maison runs its own AI transformation plan. The Group provides the platform; the brands keep their DNA.

That is the standard. If a luxury executive cannot describe what their own brand’s equivalent looks like — what AI is operating behind their client experience, not over it — they are behind LVMH. Which is the same as saying: behind the market.

In beauty, the CEO-led model is the model

L’Oréal under Nicolas Hieronimus is now widely cited as the textbook case of an “AI-first” consumer company. Its CREAITECH generative-AI content lab, built with Google’s Imagen, Gemini, and Nvidia tools, produces ad concepts, 3D product renderings, and visuals at a speed traditional creative production cannot match. L’Oréal Paris Beauty Genius — an AI agent — delivers personalized diagnostics and advice to consumers. Inside R&D, AI now allows the company to evaluate hundreds of new molecules per year, replacing a process that previously took months to test a single one. L’Oréal owns roughly 16 petabytes of proprietary beauty data fueling all of it. The result: Hieronimus has publicly committed to increasing the weight of new product launches by 300 basis points, a target he attributes directly to AI-augmented innovation.

In wines & spirits, the leaders are pulling ahead

Pernod Ricard was named by AlixPartners as the most advanced European company in AI adoption in 2025. It runs a 200-expert internal AI division and has deployed a suite of proprietary tools: D-STAR, a sales-rep AI rolled out across 13 countries that recommends which stores to visit, which SKUs to push, and when to promote; Matrix, which reallocates the company’s roughly €1.6 billion annual marketing budget in real time; Maestria 2.0, a predictive brand-matching tool; and Genie, a generative AI content engine in pilot. Harvard Business School has now published a case study on Pernod Ricard’s employee-adoption playbook — including the early resistance from French marketers and German sales reps that the company had to overcome.

Diageo is moving on a parallel track. In its FY2025 reporting, the company disclosed that it had reduced its development costs (non-working A&P) to 14% of spend, down from 21% the prior year, by leveraging AI-driven content production and agile marketing pods. Diageo’s Accelerate programme, launched in May 2025, is built around AI-enabled efficiency. Both companies are using AI to make their VP Sales, VP Trade Marketing, and CMO roles measurably more productive — which means every other wines & spirits brand is now competing for talent against operators trained inside these environments.

If you are hiring a VP of Sales, VP of Marketing, or General Manager for a wines & spirits brand and the candidate cannot explain how AI has changed sales-rep targeting, marketing-mix modeling, or content production, they may be calibrated to a market that no longer exists.

In CPG, the bar is being set by the biggest names

The largest consumer-goods companies in the world — Nestlé, Mondelēz, PepsiCo, Unilever, Coca-Cola, and of course Procter & Gamble — are now all scaling generative and agentic AI across marketing, supply chain, and product innovation. Nestlé has built digital twins of its products in partnership with Accenture, Nvidia, and Microsoft so creative teams can adapt packaging and imagery to local markets without reshooting. Mondelēz, the maker of Oreo and Cadbury, has named AWS its strategic cloud partner and is running an end-to-end digital transformation focused on personalized consumer engagement and revenue-management AI.

And the Cybernetic Teammate study above wasn’t theoretical: it was conducted inside Procter & Gamble, with P&G’s own teams, on P&G’s own product-innovation challenges. In a separate program, P&G’s Perfume Development Digital Suite now creates new fragrances five times faster than traditional methods. If a CPG executive candidate has not internalized what this means for innovation cycles — and for the kind of team they would build — they are not ready for a senior role in the industry.

The challengers are AI-native, and they are eating share

The other reason this matters now is that the fast-growing brands disrupting your incumbents are largely AI-native by default. e.l.f. Beauty reached $1.31 billion in FY2025 sales (+28% year-over-year) with 24+ consecutive quarters of market share gains, an AI-driven demand-sensing stack that compresses concept-to-shelf timelines to months instead of years, virtual try-on, and a data clean-room infrastructure that lets it personalize across every digital touchpoint. In 2025 e.l.f. acquired Rhode — the fastest-growing US DTC beauty brand of the first half of 2025, per Consumer Edge — for $1 billion.

In beverages, the past twelve months have produced five unicorns: OLIPOP ($1.85B valuation), Poppi (acquired by PepsiCo for $1.95B), Liquid Death ($1.4B), Alani Nu, and Ghost Energy. These are companies that hit $1B in record time on the back of data, social, and algorithmic demand creation — categories where their incumbent competitors have decades of head start, vastly larger marketing budgets, and slower decision-making.

This is the strategic question every board, CEO, and PE sponsor in consumer goods now faces: are we recruiting executives who can compete with operators trained inside L’Oréal, LVMH, Pernod Ricard, Diageo, P&G, and e.l.f. — or are we recruiting executives whose mental model of the industry was set before any of this existed?

What this means for executive selection

Over the next several weeks, ACCUR will be publishing role-by-role and industry-by-industry deep dives on how to recruit AI-fluent executives in consumer and luxury goods. We’ll cover the CEO, the VP of Sales, the VP of Marketing, the VP of eCommerce, and the Director tier — and we’ll go deep on beauty, wines and spirits, and luxury goods specifically. Each piece will include the interview questions, behavioral signals, and red flags we use in our own search work.

The core principle running through all of it is simple.

The executive talent market is bifurcating. On one side are the leaders who treat AI as a strategic operating system — who have personally redesigned workflows, who can quantify AI-driven productivity in their teams, who recruit and coach around AI fluency, and who know when not to use AI (which in luxury, is often). On the other side are the leaders who still treat AI as someone else’s problem.

In 2026, hiring from the wrong side of that line is the most expensive mistake a board, a PE sponsor, or a CEO can make.

Lakhani’s line was right in 2023. It is even more right today. AI will not replace your executives. But the executives who use it well — the ones already running teams inside L’Oréal, LVMH, Pernod Ricard, Diageo, P&G, and the fastest-growing challenger brands — will replace the ones who don’t. And the companies that hire well for this transition will replace the ones that don’t.

If you’re navigating an executive hire in the consumer or luxury goods space and want to talk through how to assess AI fluency at the C-suite or VP level, get in touch with our team — or explore the industries we serve to see how we approach senior recruitment in the AI era.

Sources cited

Academic and consulting research

• Lakhani, K. — Harvard Business Publishing, AI-First Leadership: Embracing the Future of Work (2025)
• Dell’Acqua, F., Ayoubi, C., Lifshitz, H., Sadun, R., Mollick, E. et al. — The Cybernetic Teammate: A Field Experiment on Generative AI Reshaping Teamwork and Expertise, HBS Working Paper 25-043 (March 2025)
• Boston Consulting Group, AI Will Transform Over Half of Jobs Within Three Years (2026)
• Boston Consulting Group, AI at Work 2025
• BCG X, 10-20-70 Framework for AI Transformation (Sylvain Duranton)
• Goldman Sachs Research, How Will AI Affect the US Labor Market? (2026)
• Goldman Sachs Research, The Jobs AI Is Likely to Boost — and Those It May Disrupt (2026)
• World Economic Forum, Future of Jobs Report 2025
• Deloitte AI Institute, State of AI in the Enterprise 2026
• McKinsey & Company, Superagency in the Workplace: Empowering People to Unlock AI’s Full Potential (January 2025)
• McKinsey & Company, The State of AI in 2025: Agents, Innovation, and Transformation
• McKinsey & Company, From Blueprint to Breakthrough: How AI and Automation Can Transform the Consumer Enterprise (June 2025)
• McKinsey & Company, The State of Luxury 2025
• McKinsey & Business of Fashion, The State of Fashion 2026: When the Rules Change
• BCG, Why the Luxury Experience Needs an AI Moment (June 2025)
• Harvard Business School, How Pernod Ricard Stirred Up Employee Enthusiasm for AI (Working Knowledge, November 2025)

Company sources and press

• L’Oréal Annual Report 2025 (Hieronimus interview); WWD (Nov 2025); Fortune (June 2025); IMD case (2025); Glossy (2025)
• LVMH / Louis Vuitton — NRF Big Show 2026 (Retail TouchPoints); Google Cloud, Inside LVMH’s data estate (June 2025); World Luxury Chamber (2025)
• Procter & Gamble — MIT Sloan Management Review (2025); Consumer Goods Technology (April 2025)
• Pernod Ricard — CIO Magazine (October 2025); ClickZ (December 2025); Pernod Ricard Annual Report FY24
• Diageo PLC — Form 6-K, FY2025 (SEC filing); Accelerate programme announcement (May 2025)
• Nestlé / Mondelēz / Coca-Cola / PepsiCo — PYMNTS (July 2025), Global CPG Companies Join Generative and Agentic AI Rush
• e.l.f. Beauty — Consumer Goods Technology (January 2025); FY2025 investor disclosures; Beauty Independent (June 2025)
• Beverage unicorn cohort (OLIPOP, Poppi, Liquid Death, Alani Nu, Ghost Energy) — Propeller Industries (November 2025)

The post AI Won’t Replace Your Executives — But AI-Fluent Executives Will Replace the Ones Who Resist It first appeared on ACCUR Recruiting Services.

This latest recognition continues ACCUR’s long-standing presence in Forbes’ annual recruiting firm rankings since 2018, and reflects the trust that clients, candidates, and industry professionals continue to place in our firm year after year.

Continued Recognition for a Specialized Search Firm

Forbes’ annual recruiting firm rankings are designed to highlight firms with strong reputations for helping companies identify, attract, and hire talent. Being recognized again is especially meaningful for ACCUR because our firm has always taken a specialized, relationship-driven approach to recruitment and executive search.

Rather than trying to serve every industry, ACCUR focuses on the sectors where we have deep expertise: consumer goods, luxury goods, beauty, wines and spirits, watches and jewelry, fashion, food and beverage, home goods and furniture, tobacco, travel retail, hospitality, and related lifestyle industries.

This specialization allows us to understand not only the functional requirements of a role, but also the brand positioning, commercial dynamics, culture, and leadership expectations that are critical to making a successful hire.

A Boutique Firm Serving National and International Clients

Since its founding, ACCUR Recruiting Services has partnered with companies ranging from emerging brands and privately held businesses to private equity-backed companies and global groups.

Our work includes senior-level and strategic recruitment assignments across sales, marketing, retail, operations, finance, digital, eCommerce, general management, and executive leadership roles.

As a boutique firm, we combine the discipline and process of a retained executive search practice with the agility, responsiveness, and industry intimacy that clients expect from a specialized recruitment partner.

Recognition Built on Trust

Forbes’ rankings are based on independent market research and recommendations from people with direct experience working with recruiting firms, including hiring professionals, recruiters, and candidates.

For ACCUR, this recognition is first and foremost a reflection of trust: the trust of clients who rely on us to identify high-impact talent, the trust of candidates who engage with us during important career decisions, and the trust built by our team through consistent, professional execution.

Thank You to Our Clients, Candidates, and Team

We are grateful to our clients for continuing to entrust us with important searches, to our candidates for their openness and partnership, and to our team for their dedication to high-quality recruitment work.

Recognition from Forbes is always appreciated, but the most important measure of our success remains the same: helping companies hire the right people for roles that shape their future.

Looking Ahead

As hiring markets continue to evolve, ACCUR remains committed to providing specialized search and recruitment services for companies in consumer and luxury-driven industries.

We look forward to continuing to support our clients with the same focus, rigor, and industry expertise that have defined our firm since the beginning.

Contact ACCUR Recruiting Services to learn more about how we can support your next strategic hire.

The post ACCUR Recruiting Services Recognized Again by Forbes Among America’s Best Recruiting Firms in 2026 first appeared on ACCUR Recruiting Services.

• Non-alcoholic beer, wine, and spirits are growing at 7% annually, but executive talent with the right skills is scarce
• Three distinct recruiting strategies are emerging: acquired founders, alcohol-to-wellness crossovers, and beer executives leading soft drinks
• Traditional wine & spirits executives lack critical skills: DTC marketing, wellness retail sales, functional beverage positioning
• Compensation confusion: Companies struggle to decide if NA roles are corporate (base-heavy) or startup (equity-driven)
• The talent war is creating a new executive archetype that didn’t exist 5 years ago

The $13 Billion Executive Search Challenge in Beverage Alcohol

The non-alcoholic beverage market is projected to reach $13 billion globally, with beer, wine, and spirits companies racing to capture market share. But there’s a critical problem: the executives who understand how to market and sell these products don’t work in alcohol companies.

When Diageo acquired Ritual Zero Proof in September 2024, they didn’t just buy America’s #1 non-alcoholic spirits brand—they acquired David Crooch, the co-founder who became General Manager of Diageo’s entire North American Non-Alcohol division. This acquisition reveals a uncomfortable truth facing wine & spirits executive search: the talent pool for these leadership roles is vanishingly small.

For executive search firms specializing in CPG, food & beverage, and wine & spirits recruitment, this represents both a challenge and an opportunity. Companies need executives who can bridge two worlds: traditional alcohol industry knowledge and wellness consumer fluency.

Three Executive Recruiting Strategies in Non-Alcoholic Beverage Leadership

Strategy 1: Acquiring Founders and Keeping Them as Division Heads

Case Study: David Crooch, General Manager Non-Alcohol, Diageo North America

Background: Co-founded Ritual Zero Proof (2019) with no beverage industry experience
Current Role: Oversees Diageo’s entire NA portfolio including Seedlip and Ritual
Recruitment Insight: When companies can’t build internal expertise, they acquire it through M&A and retain founders as executives

Why This Works: Founder-led NA divisions bring entrepreneurial agility to corporate structures. Crooch understands the “sober curious” consumer better than any traditional spirits executive could.

The Executive Search Challenge: These executives are typically not “on the market”—they come bundled with acquisitions. Search firms need strong M&A relationships to identify these opportunities pre-close.

Strategy 2: Wine & Spirits Executives Transitioning to Non-Alcoholic Marketing and Sales

Case Study: Andrew Katz, Chief Marketing Officer, Athletic Brewing Company

Background:

• VP Marketing, Dos Equis (Heineken) – led brand reboot
• Nearly 10 years at PepsiCo (Pepsi, Mountain Dew, Sierra Mist)
• VP Advertising Strategy, American Express
• Founded fitness tech startup Instructrr between corporate roles

Current Role: First CMO at Athletic Brewing (hired 2021), leading the brand to 19% market share and $100M+ revenue

Why This Profile Works: Katz combines blue-chip CPG marketing expertise with wellness industry fluency. His side career as an Equinox cycling instructor gave him insights into the health-conscious consumer that traditional alcohol marketers lack.

Case Study: Alex Boerger, Chief Sales Officer, Athletic Brewing Company

Background:

• VP/GM National Accounts at Heineken USA
• Led chain sales for Heineken 0.0 (Athletic’s primary competitor)
• 15+ years in craft beer sales including New Belgium Brewing

Current Role: CSO at Athletic Brewing (hired 2022)

The Talent Arbitrage: Boerger knows three-tier distribution cold, but now he’s building sales channels in yoga studios, Whole Foods wellness sections, and CrossFit gyms—routes traditional beer can’t access. This hybrid distribution strategy requires executives who can speak both distributor language and wellness retail language.

Executive Search Implication: The best non-alcoholic beverage sales executives come from competitors’ NA divisions or have proven they can navigate both alcohol distribution and natural/wellness retail channels.

Strategy 3: Beer Executives Leading Combined Alcohol + Soft Drinks Businesses

Case Study: Paul Davies, CEO, Carlsberg Britvic (UK)

Background:

• Started Carlsberg UK Marketing (2007)
• VP Marketing and VP Sales, Carlsberg Sweden
• CEO, Carlsberg Marston’s Brewing Company

Current Role: CEO of Carlsberg Britvic (formed January 2025 from £3.3B Britvic acquisition)

Portfolio: Carlsberg beer + Pepsi MAX, Robinsons, J2O, Fruit Shoot, Tango, and emerging functional beverage brands (Plenish, Jimmy’s Iced Coffee)

Why This Matters: Carlsberg isn’t treating soft drinks as a side project. Soft drinks now represent 16% of Carlsberg’s Western European volumes. Davies—a beer marketing and operations executive—is leading a business where soft drinks drive future growth, not beer.

Recruitment Insight: Traditional alcohol executives CAN lead non-alcoholic initiatives, but only if they demonstrate learning agility and willingness to integrate entirely different supply chains, buyer personas, and go-to-market strategies.

The Critical Skills Gap: What Wine & Spirits Executives Lack for Non-Alcoholic Leadership

Marketing Competency Gaps:

Sales Competency Gaps:

Strategic Leadership Gaps:

Challenge 1: Cannibalization Calculus
If Corona Cero succeeds, does it steal from Corona Extra? Most alcohol CEOs struggle with this question. Non-alcoholic division heads must have P&L authority to make decisions that might cannibalize core brands.

Challenge 2: Pricing Strategy
Non-alcoholic production costs are similar to alcoholic, but consumers resist paying the same price. How do you premiumize a product defined by what it lacks?

Challenge 3: Portfolio Architecture
Should NA products be sub-brands (Heineken 0.0), standalone brands (Athletic Brewing), or acquired brands (Ritual)? Each requires different marketing and sales approaches.

Executive Compensation for Non-Alcoholic Beverage Leaders: Startup vs. Corporate Models

One of the most confusing aspects of wine & spirits executive search in the non-alcoholic category is compensation structure:

The “Startup” Model:

• Lower base salary ($150K-$250K)
• Significant equity/options (1-3% of division)
• Performance bonuses tied to growth metrics
• Used by: Athletic Brewing, standalone NA brands

The “Corporate” Model:

• Competitive base salary ($250K-$450K)
• Standard corporate bonus structure (20-40%)
• Minimal equity
• Used by: Diageo, AB InBev, Heineken for NA division leads

The “Hybrid” Model:

• Mid-range base ($200K-$350K)
• Equity or phantom equity in division
• Aggressive growth bonuses
• Emerging among: Carlsberg Britvic, Constellation Brands

Recommendation for Executive Search: Clarify compensation philosophy with clients upfront. Is this a “bet the company’s future” role (startup comp) or a “protect the core business” role (corporate comp)?

Job Descriptions: What to Look for When Recruiting Non-Alcoholic Beverage Executives

Chief Marketing Officer / VP Marketing (Non-Alcoholic Division)

Must-Have Experience:

• 10+ years CPG marketing leadership (P&G, Unilever, PepsiCo, Coca-Cola, Danone)
• OR 7+ years wellness/functional beverage marketing (Athletic Greens, Goop, Hims, Liquid Death)
• Proven DTC and e-commerce growth track record
• Influencer marketing expertise in health/wellness verticals

Nice-to-Have:

• Alcohol industry background (demonstrates category knowledge)
• Lifestyle brand building experience
• Performance marketing and attribution modeling skills

Critical Interview Question: “How would you market a premium product to people who are choosing NOT to consume something?”

Chief Sales Officer / VP Sales (Non-Alcoholic Division)

Must-Have Experience:

• Three-tier distribution knowledge (if going through traditional alcohol channels)
• OR Natural/wellness retail relationships (Whole Foods, Sprouts, independent health stores)
• National account management experience
• Team building and sales hiring track record

Nice-to-Have:

• Alcohol sales background
• Amazon/online marketplace expertise
• Foodservice and on-premise experience

Critical Interview Question: “How would you build a sales team that can sell to both alcohol distributors AND Whole Foods buyers?”

General Manager / Division Head (Non-Alcoholic Business Unit)

Must-Have Experience:

• Full P&L ownership ($50M-$500M+)
• Proven ability to challenge organizational sacred cows
• Cross-functional leadership (sales, marketing, operations, R&D)
• Strategic planning and long-range forecasting

Nice-to-Have:

• Founder or startup experience
• CPG or beverage alcohol background
• M&A integration experience

Critical Interview Question: “If growing the non-alcoholic division means cannibalizing the core alcoholic business by 10%, would you do it? Why or why not?”

Regional Market Considerations for Beverage Alcohol Executive Search

Non-alcoholic beverage executive recruitment varies significantly by geography:

United States:

• Largest NA beer market globally
• DTC legal landscape varies by state
• Amazon plays major role in discovery
• Wellness retail highly developed
• Key hiring focus: Hybrid distribution expertise

United Kingdom:

• Carlsberg Britvic formation shows soft drinks integration
• Strong on-premise NA culture (10,000+ Heineken 0.0 taps)
• PepsiCo partnership models prevalent
• Key hiring focus: Integrated beverage leadership

Europe (Continental):

• Highest NA penetration in Germany, Netherlands, Scandinavia
• Corona Cero launched in 10+ European markets (2022)
• ESG/sustainability mandates drive NA investment
• Key hiring focus: Regional brand directors with EU regulatory knowledge

Asia-Pacific:

• Emerging market for NA beverages
• Cultural norms around alcohol moderation
• Asahi targeting 20% sales from NA by 2030
• Key hiring focus: Market entry and local adaptation expertise

How Leading Wine & Spirits Companies Are Structuring Non-Alcoholic Teams

Diageo’s Model:

• Dedicated NA Division Head (David Crooch, GM Non-Alcohol)
• Reports directly to regional CEO (Sally Grimes, Diageo North America)
• Full P&L authority
• Manages acquired brands (Ritual, Seedlip) plus brand extensions (Guinness 0.0, Tanqueray 0.0)

AB InBev’s Model:

• Embedded in Brand Leadership (Clarissa Pantoja, Corona Global VP owns both Corona Extra and Corona Cero)
• No separate NA division announced
• CEO-driven strategy (Michel Doukeris personally champions NA)
• Regional marketing directors execute locally

Heineken’s Model:

• Integrated Global/Regional Structure
• Nabil Nasser (Global Head of Heineken Brand) oversees 0.0 strategy globally
• Regional CMOs execute (Jonnie Cahill built the model in Amsterdam before moving to US)
• Marketing-led, sales follows

Carlsberg’s Model:

• Acquisition Strategy (bought entire soft drinks company)
• CEO Paul Davies leads combined beer + soft drinks business
• Functional leaders specialize (Bruce Dallas, VP Commercial Growth)
• R&D sharing between beer and soft drinks teams

Executive Search Takeaway: There’s no consensus organizational structure yet. Clarify reporting lines, authority levels, and P&L responsibility before recruiting.

The ACCUR Advantage: Executive Search for Non-Alcoholic Beverage Leadership

At ACCUR Recruiting Services, we’ve tracked this talent evolution in real-time. Our specialization in CPG, food & beverage, and wine & spirits executive search positions us uniquely to identify the rare executives who can bridge traditional alcohol expertise with wellness consumer fluency.

Our Approach:

1. Dual Network Access: We maintain relationships in both traditional beverage alcohol AND functional beverage/wellness sectors
2. Compensation Expertise: We help clients navigate the startup-vs-corporate compensation question based on division maturity and strategic importance
3. Skills Assessment: We’ve developed proprietary interview frameworks to assess “wellness fluency” in traditional alcohol executives
4. Market Intelligence: We track executive movements across Athletic Brewing, Heineken 0.0, Diageo NA, and emerging brands to identify rising talent

Recent Insights from Our Searches:

• Marketing roles are drawing 3x more applicants from wellness/DTC brands than from alcohol
• Sales roles see the inverse: alcohol sales executives are proactively seeking NA opportunities, seeing it as the growth side of the industry
• Compensation expectations vary by 40%+ depending on whether candidates come from startups or established CPG
• Geographic flexibility is higher in NA roles than traditional alcohol (less tied to production facilities)

Key Questions for Wine & Spirits Companies Building Non-Alcoholic Teams

Before engaging executive search for non-alcoholic beverage leadership, answer these strategic questions:

1. Organizational Design:

• Standalone division with dedicated P&L, or embedded in brand teams?
• Direct report to CEO, regional president, or CMO?
• Full functional teams (sales, marketing, operations) or matrixed?

2. Compensation Philosophy:

• Are we treating this as a startup opportunity or a corporate role?
• What equity/long-term incentive structure makes sense?
• How do we compete with pure-play NA companies for talent?

3. Success Metrics:

• Is cannibalization of core brands acceptable or prohibited?
• Revenue targets vs. market share targets vs. brand-building targets?
• What’s the acceptable investment period before profitability?

4. Talent Strategy:

• Build internal through development programs?
• Buy external from competitors or adjacent industries?
• Acquire through M&A and retain founders?

5. Cultural Fit:

• Can our organization tolerate a “startup within a corporate” model?
• Are we willing to let NA executives break traditional alcohol rules (DTC, alternative channels, different brand architecture)?
• Do we have the patience for 3-5 year brand-building before scale?

Industry Trends Shaping Non-Alcoholic Beverage Executive Recruitment in 2025-2026

Trend 1: The “Reverse Flow” Is Beginning
For the first time, executives are moving FROM non-alcoholic startups TO established alcohol companies. Expect more founders to take corporate roles as consolidation accelerates.

Trend 2: Private Equity Is Creating a Talent Marketplace
PE firms like General Atlantic (invested $50M in Athletic Brewing) are professionalizing NA brands, creating a new class of “scal-up” executives with operational rigor.

Trend 3: Functional Beverage Convergence
NA beer/wine/spirits are merging with functional beverages (adaptogen sodas, nootropic drinks). Executives need to understand both categories.

Trend 4: International Expansion Accelerates
Athletic Brewing entered UK (2024), Corona Cero expanding globally (40+ markets). Demand rising for executives with international go-to-market experience.

Trend 5: The Window for “First Mover” Talent Is Closing
In 3-5 years, there will be 500+ executives who’ve “built a $100M NA business.” Today there are fewer than 50 globally. First movers command 30-40% compensation premiums.

Conclusion: The Executive Search Opportunity in Non-Alcoholic Beverages

The non-alcoholic beverage boom isn’t just creating new brands—it’s creating an entirely new executive archetype that barely existed five years ago.

For wine & spirits companies, this is a wake-up call: your fastest-growing category requires skills your best executives don’t have.

For executive search firms, this is a defining moment: the ability to identify, assess, and place these rare “bilingual” executives—fluent in both alcohol and wellness—will determine which recruiters own this category for the next decade.

The talent war has already begun. The question is whether traditional wine & spirits executive search firms recognize they’re not competing with other alcohol recruiters—they’re competing with wellness, functional beverage, and DTC recruiting firms for the same small pool of candidates.

At ACCUR Recruiting Services, we’ve built our practice at exactly this intersection: CPG expertise, wine & spirits relationships, and food & beverage market intelligence. We understand that recruiting for non-alcoholic isn’t about finding alcohol executives who’ll adapt—it’s about finding the rare individuals who already live in both worlds.

Contact ACCUR for Non-Alcoholic Beverage Executive Search

ACCUR Recruiting Services specializes in Director to C-level executive search for the luxury goods and consumer products sectors, including:

• Wine & Spirits (alcoholic and non-alcoholic)
• Food & Beverage (traditional and functional)
• Beauty, Fashion, Watches & Jewelry
• Home Goods and Custom Automotive

Our non-alcoholic beverage recruitment expertise includes:

• Chief Marketing Officers (CMO) and VP Marketing
• Chief Sales Officers (CSO) and VP Sales
• General Managers and Division Heads
• Brand Directors and Portfolio Leaders
• Sales Directors and National Account Managers

Ready to build your non-alcoholic beverage leadership team? Let’s talk about the talent your growth strategy demands.

The post Executive Search for Non-Alcoholic Beverages: Why Wine & Spirits Companies Can’t Find CMOs and VP Sales for Their Fastest-Growing Category first appeared on ACCUR Recruiting Services.

In the rapidly evolving and highly competitive business environment of today, securing the right executive talent is more crucial than ever. Executive search firms offer a unique and specialized service, significantly different from traditional recruitment practices. This article explores 10 compelling reasons why companies should consider retaining an executive search firm for their critical high-level hiring needs, highlighting how these firms can be instrumental in shaping the future leadership of an organization.

1. Access to a Wider Talent Pool

Executive search firms boast extensive networks and unparalleled access to a pool of elite candidates, including those who are not actively seeking new roles but may be the perfect fit for your organization. This access is crucial in tapping into a hidden market of potential, reaching passive candidates who, though not actively looking, could bring transformative leadership to your company.

2. Industry and Functional Expertise

These firms offer deep-rooted expertise in various industries and functions. Their specialized knowledge allows them to grasp the intricacies and unique challenges of different sectors, ensuring they can identify candidates who possess not just the right skills but also a deep understanding and insight into your specific industry’s landscape.

3. Time and Resource Efficiency

Outsourcing the executive recruitment process to a specialized firm can lead to significant savings in time and resources. These firms manage the entire recruitment lifecycle, from identifying potential candidates to conducting preliminary screenings and interviews, allowing your internal teams to concentrate on their primary responsibilities without the added burden of a complex hiring process.

4. Confidentiality and Discretion

Handling high-level recruitment with the utmost confidentiality and discretion is a hallmark of executive search firms. This is especially critical for sensitive or high-profile roles where maintaining privacy is essential until the final stages of the hiring process. The ability to conduct searches discreetly helps protect both the company’s and the candidates’ interests.

5. Rigorous Candidate Assessment

Executive search firms conduct comprehensive evaluations of candidates, assessing not only their technical skills and experience but also their cultural fit, leadership potential, and alignment with your organization’s long-term goals. This holistic approach minimizes the risk of a poor hire and ensures a more refined and suitable selection of candidates.

6. Market Intelligence and Insights

These firms bring valuable insights into current market trends, competitive salary benchmarks, and insights into competitor strategies. This market intelligence is crucial for making informed decisions and understanding the broader context in which your recruitment decisions are made.

7. Long-term Success and Fit

Focusing on the long-term success and fit of a candidate, executive search firms help to reduce employee turnover and ensure sustained growth and stability within your organization. They look beyond immediate qualifications and experience to consider how a candidate’s leadership style, vision, and values will contribute to the company’s future.

8. Customized Search Strategy

Executive search firms take a bespoke approach, tailoring each search to the specific needs, culture, and strategic objectives of the client organization. They invest time in understanding your company’s unique requirements, challenges, and aspirations, developing a search strategy that aligns with your organizational ethos and strategic direction.

9. Commitment and Accountability

Retaining an executive search firm means entering into a partnership characterized by a high level of commitment and accountability. These firms are invested in the success of the search, often working on an exclusive basis, and are committed to finding the right candidate for your organization, offering a level of dedication that typically surpasses that of contingency recruiters.

10. Enhanced Employer Branding

Executive search firms act as ambassadors for your company, positively representing your brand in the market. They enhance your appeal to potential candidates, positioning your organization as a desirable and prestigious employer. This aspect of employer branding is crucial in attracting top-tier executive talent.

Conclusion

Choosing to retain an executive search firm can be a strategic decision that significantly impacts the quality of leadership within a company. With their specialized expertise, extensive networks, and dedicated approach, these firms offer a multitude of benefits that can greatly enhance the executive recruitment process and outcomes, ultimately contributing to the long-term success and growth of your organization.

The post 10 Compelling Reasons to Retain an Executive Search Firm first appeared on ACCUR Recruiting Services.

Seven Years of Consistent Recognition

Year after year, Forbes and Statista have highlighted the most trusted executive search firms in the country based on independent research and surveys. ACCUR Recruiting Services’ continued presence on this list since 2018 reflects our proven track record of success in delivering high-impact leadership talent to our clients across North America and globally.

Specialists in Consumer and Luxury Goods Recruitment

At ACCUR Recruiting Services, we specialize in executive search for Wines & Spirits, Beauty & Personal Care, Watches & Jewelry, Home Goods & Furniture, Fashion & Apparel, Tobacco, Food & Beverage, and Travel & Hospitality industries. Our industry focus allows us to deeply understand the specific talent needs and market dynamics of these sectors, making us a go-to partner for both established global brands and fast-growing companies.

About the Forbes Ranking Methodology

Forbes partners with market research firm Statista to compile the annual list of America’s Best Executive Search Firms. The ranking is based on recommendations from over 5,200 external recruiters, hiring managers at client companies, and job candidates who have worked with executive search firms. Participants evaluate firms based on their performance, expertise, and the quality of candidate placements. Only firms with the highest scores make the list, making this a truly independent and trusted recognition.

Thank You to Our Clients, Candidates, and Team

We would like to thank our clients for their trust, our candidates for their partnership, and our dedicated team for their commitment to delivering outstanding service. This recognition belongs to all of you.

Let’s Build the Future of Your Leadership Team Together

If you are looking to strengthen your leadership team with specialized executive recruitment services tailored to your industry, we invite you to connect with us today. Our team is ready to support your next strategic hire.

Contact us to learn more about how we can help you secure the leadership talent you need to succeed.

Contact Us

The post ACCUR Recruiting Services Earns Forbes Recognition for the Seventh Consecutive Year (2018-2025) first appeared on ACCUR Recruiting Services.

The role of Performance Marketing executives has become increasingly critical for brands in CPG and Luxury Goods, as digital transformation accelerates across industries. Traditionally, these sectors relied heavily on brand marketing and offline retail strategies, but the explosion of eCommerce following the COVID-19 crisis forced companies to pivot quickly.

This shift made Performance Marketing leaders indispensable, as they are responsible for driving measurable growth, optimizing customer acquisition, and maximizing return on ad spend (ROAS). However, as demand skyrocketed, these roles also experienced significant salary inflation and an increase in competition for top talent. Recruiting the right executive in this field requires a deep understanding of industry-specific challenges, necessary skill sets, and evolving hiring dynamics.

Don’t hesitate to check out our current and recent Performance Marketing job opportunities!

II. The Changing Role of Performance Marketing in CPG and Luxury

From Traditional Brand Marketing to Digital Growth

Luxury and CPG brands have long prioritized storytelling and brand equity over immediate performance metrics. However, the post-COVID surge in direct-to-consumer (DTC) eCommerce, digital advertising, and CRM-driven engagement has forced brands to integrate performance-driven strategies into their marketing mix.

Key shifts include:

• Measuring ROI More Precisely – Every dollar spent on marketing is now scrutinized through attribution models and conversion analytics.
• Blending Growth with Exclusivity – Luxury brands, in particular, must find ways to scale without diluting brand prestige.
• AI & Automation Impact – From personalized customer journeys to predictive analytics, digital tools have redefined how performance marketing is executed.

III. Key Skills and Experience Needed for Performance Marketing Leaders

With higher expectations for accountability and precision, companies are looking for executives with a unique blend of technical, analytical, and strategic skills:

Technical Expertise

• Deep knowledge of paid media channels (Google Ads, Meta, programmatic advertising).
• Experience optimizing CRM and email marketing for retention.
• Strong background in SEO, analytics, and conversion rate optimization (CRO).

Analytical & Strategic Thinking

• Expertise in multi-touch attribution modeling to understand customer journeys.
• Ability to translate raw data into actionable marketing strategies.
• Knowledge of consumer psychology to optimize ad creatives and landing pages.

Cross-Functional Leadership

• Experience working alongside creative, sales, product, and finance teams to align marketing goals with broader business objectives.
• Ability to manage both internal teams and external agencies.

IV. The Ideal Background for a Performance Marketing Executive

Given the fast evolution of digital marketing, companies are increasingly recruiting talent from outside their traditional industry circles.

Agency vs. Brand-Side Experience

• Agency professionals bring exposure to multiple industries and are highly adaptable but may lack deep business integration experience.
• In-house leaders have brand-building expertise but might not be as agile in testing and iterating at speed.

A Shift Toward Tech & eCommerce Talent

• Many Luxury and CPG companies are hiring from eCommerce giants (Amazon, Shopify brands, direct-to-consumer startups) where performance marketing is more deeply ingrained.
• Executives with experience in subscription-based models, high-velocity ad spend, and rapid experimentation are in high demand.

Cultural Adaptability Matters

• Performance marketers from fast-moving industries must adapt to the brand-centric, heritage-driven nature of luxury and premium CPG brands.
• They need to balance rapid growth marketing tactics with long-term brand storytelling.

V. Challenges in Hiring and Retaining Top Performance Marketing Talent

The COVID-Driven Talent Boom & Salary Inflation

Performance Marketing roles saw a dramatic increase in demand following the pandemic, as brands rushed to digitize their sales and marketing efforts. This led to:

• Aggressive competition for top talent, with companies hunting Performance Marketing executives more actively than ever before.
• Salary inflation across all digital and eCommerce-related positions. Many executives saw compensation packages jump 50-100% compared to pre-COVID levels.

Remote Work Has Redefined the Talent Pool

One of the biggest transformations in Performance Marketing hiring is the widespread acceptance of remote work. Unlike other marketing roles that require in-office collaboration, Performance Marketing is highly data-driven and results-based, making remote work a feasible—and often preferred—option.

For companies, this means:

• A fully remote role significantly expands the available talent pool. Instead of competing for talent in a single city or region, brands can access top-tier digital marketers globally.
• Remote flexibility can be a decisive factor in attracting elite candidates. Many top-performing executives now prioritize the ability to work remotely over compensation alone.

Retention Challenges

• The demand for top Performance Marketing executives remains extremely high, leading to frequent poaching by competitors.
• Many professionals in this field prefer the fast-paced nature of startups or tech companies, making it harder for traditional CPG and luxury brands to retain them.
• Companies must offer compelling growth opportunities, continuous learning incentives, and leadership roles to keep top talent engaged.

VI. Conclusion

The demand for Performance Marketing executives in CPG and Luxury Goods has never been higher. As eCommerce, paid media, and data-driven decision-making continue to evolve, companies must refine their hiring strategies to attract and retain the right talent.

To stay competitive, brands must:

• Adapt their compensation and incentive structures to match industry trends.
• Consider fully remote positions to gain access to a broader and more skilled talent pool.
• Focus on long-term career growth and leadership pathways to retain top executives.

In a world where every marketing dollar is expected to deliver measurable results, the right Performance Marketing executive can be the key to unlocking sustained business growth.

The post Recruiting Performance Marketing Executives in CPG & Luxury Goods first appeared on ACCUR Recruiting Services.

At ACCUR Recruiting Services, our expertise in recruiting top executives in the beauty industry, especially in skincare, uniquely positions us to help companies in both the pharmaceutical and beauty sectors find leaders who can thrive at this new intersection. In this article, we’ll explore key factors driving the convergence of these industries, including the rise of OTC skincare, the success of L’Oréal’s Dermatological Beauty division, and notable executive transitions such as Emma Walmsley’s journey from beauty to pharma.

Pharma’s Strong Presence in Skincare Through OTC Divisions

One of the clearest signs of the convergence between pharma and beauty is the rise of over-the-counter (OTC) skincare products from top pharmaceutical companies. Giants like Johnson & Johnson (J&J), GlaxoSmithKline (GSK), and Sanofi have leveraged their expertise in healthcare and consumer products to build strong portfolios in skincare.

• Johnson & Johnson has long been a leader in skincare through brands like Neutrogena and Aveeno, which are dermatologist-recommended and globally recognized for their efficacy.
• GSK has made strides with Physiogel, a skincare brand focused on sensitive skin and recommended by dermatologists worldwide.
• Sanofi is also a player with its Cicabiafine brand, offering solutions for dry and damaged skin.

These companies, historically associated with pharmaceuticals, are increasingly focusing on skincare solutions that merge their scientific heritage with the consumer needs of the beauty industry. This has created a fertile ground for executive talent crossover between the two industries, with roles in R&D, regulatory affairs, and marketing requiring expertise in both.

L’Oréal Dermatological Beauty: Leading the Way in Science-Backed Skincare

A prime example of this convergence is L’Oréal’s Dermatological Beauty division (formerly known as the Active Cosmetics Division). As the fastest-growing segment within L’Oréal, it includes highly respected brands like La Roche-Posay, Vichy, CeraVe, and SkinCeuticals. These brands are often recommended by dermatologists and are formulated with pharmaceutical-grade ingredients, blurring the line between healthcare and consumer beauty.

The success of this division highlights a key trend: consumers are increasingly seeking skincare products that deliver proven, science-backed results. With more people focusing on dermatological health, there is a growing demand for products that address specific skin concerns, like acne, aging, and sensitive skin, in ways that go beyond traditional cosmetics.

This shift is not only driving sales but also transforming the type of leadership needed in the beauty industry. Executives who can bring scientific knowledge and a healthcare mindset to the beauty space are in high demand. Our firm’s deep experience in skincare executive recruitment positions us perfectly to help companies like L’Oréal find leaders who can navigate this new frontier.

Emma Walmsley: A Symbol of Cross-Industry Executive Mobility

One of the most striking examples of the growing connection between pharma and beauty is Emma Walmsley’s career trajectory. Walmsley, who spent 17 years at L’Oréal, where she led the Consumer Products division, made a groundbreaking move to the pharmaceutical industry by becoming the CEO of GlaxoSmithKline (GSK).

Her transition is a testament to the increasing relevance of consumer-centric leadership in the pharmaceutical world. Walmsley’s experience in understanding consumer behavior, branding, and product marketing proved invaluable as GSK navigated the rapidly changing healthcare landscape. It’s a prime example of how executives can successfully transfer skills between beauty and pharma, particularly in areas like consumer healthcare and OTC products.

As more companies in both sectors look to innovate and appeal to health-conscious consumers, we anticipate seeing even more cross-industry executive moves like this. At ACCUR Recruiting Services, we are well-positioned to identify talent that can bridge these industries and lead in this new, hybrid space.

Cosmeceuticals: The Fusion of Cosmetics and Pharmaceuticals

One of the key trends driving the convergence of pharma and beauty is the rise of cosmeceuticals—products that blend cosmetics with pharmaceutical-grade active ingredients. Cosmeceuticals are designed to provide both aesthetic and therapeutic benefits, such as anti-aging, acne treatment, or sun protection, and are increasingly popular among consumers seeking more effective skincare solutions.

Pharmaceutical companies bring their expertise in clinical testing and regulatory compliance to the development of these products, while beauty companies provide the branding and consumer engagement expertise. This fusion has created a new category of skincare that is growing rapidly, and it requires leaders who understand both the science behind the products and the needs of the beauty consumer.

Bridging Talent Gaps Between Pharma and Beauty Industries

As the boundaries between the pharmaceutical and beauty industries continue to blur, so do the skills required for leadership in these fields. The rise of skincare and OTC products as a critical convergence point means that companies need executives who can navigate both the scientific and consumer-facing aspects of their businesses.

At ACCUR Recruiting Services, we specialize in identifying and recruiting top talent who can operate at the intersection of these two industries. Our extensive experience in the beauty sector, particularly in skincare, combined with our expanding focus on the pharmaceutical industry, uniquely equips us to help companies find the leaders they need to thrive in this evolving landscape.

Skincare: The Key to Pharma-Beauty Integration

Skincare is becoming a crucial link between the pharmaceutical and beauty industries. Consumers today are more educated about ingredients, formulations, and dermatological health, which has driven demand for products that are both safe and effective. This focus on skin health, coupled with the rise of dermatologically tested and scientifically validated products, is where pharma and beauty meet.

Pharmaceutical-grade skincare products are no longer just about treating medical conditions—they are part of everyday beauty routines. This presents a unique opportunity for both industries to collaborate, innovate, and share talent.

Conclusion: The Future of Pharma and Beauty Collaboration

As the pharmaceutical and beauty industries continue to converge, the demand for cross-industry executive talent will only increase. Whether it’s through the development of cosmeceuticals, the growth of OTC skincare products, or the rise of dermatological beauty, the synergies between these two sectors are clear.

At ACCUR Recruiting Services, we are experts in recruiting executives who can thrive in this dynamic and interconnected environment. With our deep understanding of both the beauty and pharma sectors, particularly in skincare, we are uniquely positioned to help companies find the leaders they need to drive innovation and growth at the intersection of these two industries.

Contact us today to learn how we can help your company recruit the executive talent needed to succeed in the rapidly evolving pharma and beauty landscape.

“This article was created using a blend of recruitment expertise at ACCUR Recruiting Services and AI assistance to ensure comprehensive coverage of the topic.”

The post The Convergence of Pharma and Beauty Industries: What It Means for Executive Talent first appeared on ACCUR Recruiting Services.

Here are the loose “chapters” in the conversation. Click link to jump approximately to that part in the transcript:

• 0:00 – Podcast Introduction
• 1:31 – Not Talking Tobacco But CPG Industry
• 5:25 – Tobacco Employers Are Usually Better
• 7:49 – Working for Private Companies vs PE-Backed Companies
• 9:01 – Experience Needed To Work For PE-Backed Companies
• 14:11 – Large Employers Open More Doors
• 17:45 – Growing Ambition
• 21:42 – Opening New Business vs Managing Existing Business
• 29:48 – Why Staying In The Tobacco Industry
• 33:33 – Conclusion

Podcast & Guest Introduction

Edouard Thoumyre (00:00:00)
Welcome to the Executive Formula, the podcast where we discuss executive careers and executive recruitment. Hello everyone. I’m your host, Édouard Thoumyre, managing partner at ACCUR Recruiting Services, a boutique executive search firm specialized in consumer goods industries.

Today is our second episode with a guest we’ve known for a long time, Rob Maneson. Rob is a senior executive in the tobacco industry.

He first spent about 15 years with two large public companies, Altria and then Imperial Tobacco, now called Imperial Brands. At Imperial, Rob started in trade marketing, then led the retail strategy and marketing for JR Cigars, a recently acquired company by the group. He became general manager of a newly created retail division called Casa de Monte Cristo, went back to JR Cigars as the managing director.

and finally became senior VP of sales for another division called Fontem, dedicated to tobacco alternatives. After Imperial, Rob was head of sales for Lucy Goods, a privately owned tobacco company, tobacco alternative company, head of sales for Air Global, a private equity backed company, the world leading Shisha tobacco brand, and now general manager for a newly created, newly formed startup in the cigar industry unapologetically called the League of Fat Bastards Cigars.

Rob, welcome to the Executive Formula. It’s a pleasure to have you with us today.

Rob Maneson (00:01:29)
Thank you so much. Happy to be here.

Not Talking Tobacco But CPG Industry

Edouard Thoumyre (00:01:31)
All right, thank you. So first quick disclaimer for the listeners who are not necessarily very interested in the tobacco industry. I want to reassure them that even though we will discuss it a little bit, it’s not the main focus of today’s episode. We’ll just try to discuss it like we would any other category as an example. And this is also the approach we have at ACCUR Recruiting Services where tobacco is one of the several, one of the few consumer categories that we serve.

And similar to the first episode we had with Nadine Hoibel a few days ago, I would like today to discuss how you grew your career as an example, how you became an executive like you are today. And I’m also interested in exploring the differences between working for a publicly owned company versus a privately owned company versus a private equity backed companies, even though sometimes titles and job description look the same.

the mindset and the approach is usually quite different. And this is a topic that comes up very often in our searches, either with the employers or with the candidates. So I know you’ve been exposed to each of these different types of companies and ownerships. And so I thought it would be an interesting subject. I’ve been speaking way too much, so the floor is yours. Yeah.

Rob Maneson (00:02:44)
Thank you.

Rob Maneson (00:02:49)
Yeah, absolutely.

Rob Maneson (00:02:53)
Sure, thank you so much. I mean, yeah, I think you nicely showed and talked about my career. My career is really interesting, right? No, no, I think it’s quite on. So, you know, I’ve had an opportunity to work in a number of different public and private companies, and I’ve been fortunate enough to grow my career since really coming out of university. So starting in a very low level and learning those experiences and gaining skills in a variety of different roles.

Edouard Thoumyre (00:03:00)
No mistake on my part.

Rob Maneson (00:03:19)
and each role progressively getting more responsibility, bigger scope, and really ultimately to running businesses, which has been super fun and enjoyable and a real reward for myself and my career. So you mentioned tobacco. I mean, ultimately I started my career in what I would call a fast moving consumer goods company. The tobacco sector is very similar to other fast moving consumer goods. We just happen to sell a tobacco product, but the principles and the steps and how you go to market.

is very similar from our products to transpiring to other fast moving goods. So the learning is, I think, is quite consistent versus other goods. A little different clientele, obviously. Yeah, absolutely. Absolutely. So, but you mentioned it, I started my career with Altria. Altria at the time was a company that owns Kraft Foods, had international business. It was a really large.

Edouard Thoumyre (00:04:00)
and applicable across industries as well. Yeah.

Edouard Thoumyre (00:04:15)
I didn’t remember that. Okay.

Rob Maneson (00:04:17)
multinational company with, you know, I think was at the time, maybe 100,000 employees worldwide. So it was a huge, huge organization. And for me, that was the opportunity. The reason, yes, I joined the cigarette side of the business and the tobacco side of the business. But one of the reasons I joined out of university was the opportunity to go on such large scale. And the time they owned still a large portion of Miller Brewing as well. So you had Kraft Foods, Miller Brewing, and the tobacco side of the business. And so.

it was really a huge opportunity. And one of the things that attracted me to the opportunity was the training programs they offered was really quite good. So it was very thorough and depth. And I thought it would be a good start to any career that I had is getting kind of gaining this incredible training. And in hindsight, it’s been wonderful. Some of the training, the best training I got in my professional career was,

the first several years kind of working for them in various capabilities. And so, you know, that’s always great. I think private companies are quite different from that perspective.

Tobacco Employers Are Usually Better

Edouard Thoumyre (00:05:25)
Sure. So two points before we continue mentioning the training. I’ve noticed, I didn’t necessarily know that before starting working with tobacco companies, but I noticed when we started working for Imperial Tobacco as well as for JTI a long time ago that these companies seem to be really good employers. And the way I was looking at it is that maybe because they’re not necessarily attractive for everybody.

They have limited reach to candidates. Therefore, they have to be probably better employers in the way they treat employees than others. And so I’ve noticed people staying for a long, long time in those companies, but not only staying, but also moving up the ranks. And apparently, development programs and training programs have been a common thing, especially among the top tobacco companies. So Imperial, BAT,

Rob Maneson (00:05:55)
That’s exactly right.

Edouard Thoumyre (00:06:24)
Philip Morris, etc.

Rob Maneson (00:06:26)
I think you nailed it, Edward. So I mean, traditionally tobacco companies are maybe not as highly sought after as, you know, different categories in fast moving consumer goods. So for them to attract the right talent, they have to be traditionally their benefits packages that are very healthy and strong. Their training and development is at the forefront and the career progression options and path is very clear, generally speaking.

And so that applied to me and appealed to me when I was looking for it. I wasn’t a, I still really aren’t a tobacco user. So it wasn’t an issue for me from a moral issue, but it was, do I really want to work here? And is the mission right? But also as a young employee and somebody just coming out of college, those things were important as the ability to kind of career advancement, the skillset development so that whatever I moved into in the future, I’d have a good basis. Ed.

To your point, yes, all of the tobacco companies that I’m familiar with, traditionally the larger multinationals, very focused on career development, very focused on training and development. And so they’re great bases and kind of places to be from that regard. My experience, it would tell you, and again, limited experience, but my experience is that traditionally public companies offer much more of that than the private companies.

Edouard Thoumyre (00:07:47)
Of course. Yeah.

Working for Private Companies vs PE-Backed Companies

Rob Maneson (00:07:49)
My experience is the private companies are really kind of hiring people who have the skill set they want and trying to do a very specific task or very specific things. And again, that might be over a year or multiple years, but very specific focus. And so less focused on the development of their employees. Maybe the benefits are strong, but the development career advancement is not as clearly aligned. And so from my experience, public companies benefit.

Edouard Thoumyre (00:08:11)
Mm-hmm.

Edouard Thoumyre (00:08:15)
But maybe it’s due to the size as well. Maybe it’s due to the size. Yeah.

Rob Maneson (00:08:18)
I think so. I think so. Yeah. So I’ve been part of some larger private equity firm companies and very small like I am now are startups. Startups obviously have zero training and development. Their focus is on survival and growing the business exponentially. And so it’s a very different mindset. And so my, again, my experience I think is quite unique is a combination of both public and private is fun. And it’s also,

Edouard Thoumyre (00:08:30)
Yeah, they don’t have to.

Rob Maneson (00:08:45)
For me, it’s been able to take the learnings from both and use different things that I experience and apply them to the work I do, which has been also fun for me. So yeah, it’s just unique environments that I’ve had a chance to operate in.

Experience Needed To Work For PE-Backed Companies

Edouard Thoumyre (00:09:01)
It’s funny because it’s a discussion sometimes I have with, so sometimes I get asked to coach families and friends who are starting their career and I do that not too often, but I’ve done it many times. And one of the things that I have learned from all those years in executive search is that it’s a really good bet to look for…

an employer that is a renowned employer to develop careers rather than focus on the category you personally love. And typically, if you start working in your career with Coca-Cola, P&G, L’Oreal, and to a certain extent as well the large tobacco companies, but also you know, you mentioned Kraft, Mondelēz Now, these are fantastic employers to grow the beginning stages of your career.

10, 15 years, because you do have access to a lot of training and development programs, and then you become highly bankable for any other companies, private companies, private equity-backed companies, etc. And so this is a cycle that I see very often. And people who, on the contrary, start their career with a focus on products they like only, but not necessarily looking at the quality of the employer from a career perspective.

they don’t have the same guarantees or the same likelihood of growing a career.

Rob Maneson (00:10:29)
Yeah, I think you’ve got that right. I think, again, it depends on the individual and what they want in their career. But ultimately for me, it was, you know, my ambition was to grow and kind of get more and more responsibility. And so I never set out, even as a young employee, I never thought, man, I’m going to be a general manager or a managing director of a business. That was never my kind of aspiration. But as you kind of move along in your career and you get more and more exposure and more and more development.

Those things then became absolute goals for me, right? So yeah, so it’s the possibility of that. And what would that mean for me professionally in my career and what I enjoy doing those things. And so, you know, that became very unique and I love it now. Again, the ability, what drives me is the ability to make change in an organization, be it financial for the business or personnel and developing people or something bigger. And I think, you know, when I started my career again, as a,

Edouard Thoumyre (00:11:00)
Possible. Okay, yeah.

Rob Maneson (00:11:29)
as a low level field sales territory person, my focus was individually on my 150 accounts in a very small market. And at some point, as I was working hard and developing, it was like, well, how does my contribution matter to the big company? And so from that regard, it was frustrating. And so, because it was like, well, my little piece is very irrelevant to a massive company. And then as you grow your career, that…

that small piece becomes actually much bigger. And what I’ve found is, you know, for me personally, my reward is seeing action I put in place or a strategy I put in place have an actual real impact to the business, be it, you know, good or bad, right? We all make mistakes. So you learn from those mistakes where they don’t have a positive impact and you try to make better decisions next time. But the ability to make a real decision for the company that has an impact.

is what gets me the most excited about my work, right? And that’s, I think at a startup or a publicly traded company is how do you enhance that? At a startup, it’s very different, right? So startups are, the startups I work at are focused on radical growth. It’s the hockey stick, right? So it’s a massive curve of growth. How do you do that? How do you create a business that generates the flywheel quickly and continuously?

Edouard Thoumyre (00:12:42)
Of course.

Rob Maneson (00:12:52)
where publicly traded companies, again, in the sectors that I’ve been in have traditionally been focused on very slow and steady growth, right? And there’s a, that’s right.

Edouard Thoumyre (00:13:01)
But usually they have a leading position already. So they have to maintain a leading position or improve it a little bit. But yeah.

Rob Maneson (00:13:09)
Yeah, that’s right. But it’s also different, right? I think the expectations of the shareholders are very different. Even if it’s a public company, the expectations are continuous capital investment, moderate growth, strong results of the stock price or shareholder value. In private equity companies, they’re hoping for a home run, right? They’re hoping for a big splash in growth and 20X return on investment of their money. So…

Edouard Thoumyre (00:13:30)
Yeah. And then exit. Yeah.

Rob Maneson (00:13:36)
You know, they’re willing to take a lot more chances than the public company. And again, those it’s the pros and cons of both, but at both points in my career, I’ve really kind of experienced both and they’re both incredibly rewarding. Maintaining your value position of a publicly traded company when you’re a 50% market share is a really unique, hard challenge. Same as growing a business from, you know, 1% market to 10%.

Edouard Thoumyre (00:13:39)
Yeah, true.

Rob Maneson (00:14:02)
That’s also a very unique challenge. And I’ve had the ability and the luck to do work for both kinds of companies. So a lot of fun.

Large Employers Open More Doors

Edouard Thoumyre (00:14:11)
But it comes back also to a discussion I’ve had many times with people trying to find how to start their career, where very often I would tell them that if they start with a good employer, and usually a large employer, very well known, they open up more doors for the future as well. They get trained and they get called for other types of opportunities.

It’s not necessarily as easy when you start with a small private owned company that doesn’t necessarily have a big name. And if you do a few years there, you don’t necessarily have the big label of, you know, 10, 15 years with a large publicly traded, the Imperial Tobacco, Kraft Food, whatever. And so you can more easily start with large employers and go into smaller employers to have a big impact and be a GM there. And then the opposite, the opposite is almost impossible.

Rob Maneson (00:15:07)
Yeah, I think it’s my experience is the same, but I also know from friends and family that I, you know, similar career paths are very, you know, kind of levels of careers through networking. I think if you start with a smaller company, you’re taking a much bigger gamble that they have some unique product that is going to, it can work, but I think it’s, it’s, it’s one in a thousand. And I don’t, I’m, you know, this is my guess one in a thousand versus one in one in 10. Right. So it’s.

Edouard Thoumyre (00:15:21)
Yeah, it can still work, but yeah.

Rob Maneson (00:15:33)
it’s much harder that they’re gonna start from the ground and grow. And obviously there’s some incredible companies that have grown to become huge. And you can then transition back to publicly traded companies as that company grows, because you have the experience of scaling and something. But I think your point is valid, which is, you know, the learnings I got from working at a big company, the training I got, and able to apply those to smaller companies who are growing has been a lot easier than the other way. I don’t think in my career, I would have been able to start at…

Edouard Thoumyre (00:15:59)
Yeah.

Rob Maneson (00:16:02)
some of the privately held kind of small companies and take that same learning to a bigger company. It wouldn’t have worked in my career. And again, for me, my growth personally and professionally was keep going up the ladder. There are people now who start careers who don’t want that. They’re happy and content with a good salary and good benefits and a product that they care about and can be passionate about.

Edouard Thoumyre (00:16:11)
Mm-hmm.

Rob Maneson (00:16:29)
that’s awesome, I have no, you know, all the respect for those people. It’s just what you want in your career. But I think if your goal is to, you know, become a managing director someday, or, you know, a VP of whatever company, I think the experience and the training is going to be critical to you doing that. And you can get that through your company, you can obviously get that through an MBA or, you know, other kind of, you know, doctoral programs or, you know, learnings outside of that. But,

I think your company is important. I also think your CV makes, when you’re growing your career and moving around different, people look at certainly what company you worked for, what brands they represent and what you did. So it’s very much. So I think that is an important piece as somebody transitions and keep going up their careers. Well, you worked for XYZ company and they had these incredible brands that people recognize and had huge brand awareness.

Edouard Thoumyre (00:17:07)
Of course, it’s a big label.

Rob Maneson (00:17:25)
it makes the connection for them a lot easier than, well, I worked for this small brand that I, company maybe I’ve never heard of and it’s more niche focused or specific to a category. So, I think all of those things matter at some point. That’s unfortunate, but that’s the reality of kind of hiring, I think.

Edouard Thoumyre (00:17:29)
Of course.

Growing Ambition

Edouard Thoumyre (00:17:45)
It is a reality. I mean, statistically, at least it’s a reality. I just wanted to bounce back on the fact you were saying that becoming a general manager was not necessarily a goal of yours when you started your career, but it became a goal as you probably got a little closer. And I was surprised because I always kind of thought like most people when they become a GM, it’s because they’ve been looking to become a GM or managing director. You feel it was not the case for you? Or it became gradual?

Rob Maneson (00:17:50)
Yeah.

Rob Maneson (00:18:12)
Well, no, I think early in my career, yeah, I think it became gradual. I think very much. When I started my career at 20, 23 years old in a big company, my ambition was never to become the managing director CEO. My ambition was to grow my career and get great experiences. And I could see myself in kind of, at the time it was very hierarchical, but there was several levels I could see, that’s a job I want to be at, which would have been at the time.

several steps above where I was at from the ground floor. As you progress, I think you’re, for me, I was continuing to look upward to see what roles. And then when I joined Imperial, you guys placed me and that was the first time we worked together. I joined Imperial as a trade marketing person and my scope and responsibility was interesting. It was the first time in a career at a bigger company, not necessarily a small company, big company.

I had interaction with the CEO and the managing directors on a regular basis. And so, you know, then I saw my work and I said, okay, I’m actually, you know, I’m making an impact to the business, not just a division of the business or a small piece of the business. I’m making an impact. And, you know, they’re seeking my voice in how to define problems or how to solve problems or how to grow the business. And that was super rewarding for me personally. And then you start thinking, okay, what does my career progression look like?

And I would say, you know, I was very fortunate and again, my work was good that got me in the right positions that it quickly came apparent that yeah, I can have a chance to be run a business unit. And then, you know, once I became a business unit kind of running as the number two position, being the number one became really attainable, right? I was okay, not that you’re trying to push somebody out, but it was, this is my career progression. This is I’m being, you know,

My manager’s talking about succession planning and I’m going to be slotted for these types of roles. So it became really rewarding. And then, you know, I started in Imperial, I started running a very small division as a startup, right? So that was a new division they created and the challenge of getting that, you know, in a big organization off the ground and what business, you know, building the business case and getting the people to sign off, you know, even higher up the business and, you know, starting the, that was exciting and rewarding. And I did that well. And.

Rob Maneson (00:20:36)
was rewarded with a much bigger opportunity to become a managing director. And then I will tell you that when I was the CEO of JR, it was probably one of the most rewarding positions. It was a large business. We were expected to grow. And it was in a category I enjoyed quite a bit. So the work, the result, and the people, most importantly, the people was incredible. And so…

that was really exciting. And then my work there led me to an even bigger role and for Imperial. And so, you know, it’s been great. And again, once you kind of see the mountain top, if you will, it’s exciting. I think it’s not for everybody. And there’s positions I’ve said, I want to step back from leading and rather be, you know, lead the sales organization versus all the organization. And in my new role, it’s, it’s, it’s,

as a general manager of a brand new business. So I’m running everything and that’s also very exciting for me is making decisions, setting the strategy and then trying to put the infrastructure in place so that we can scale to a much higher degree.

Opening New Business vs Managing Existing Business

Edouard Thoumyre (00:21:42)
What’s interesting as well is that when during your time at Imperial, it seems like you were exposed to, I would say, the legacy business of this large company, but also to internal startup businesses and business units, which gave you an opportunity to tackle much more entrepreneurial type of missions. And it’s interesting because often what we see with people with 15, 20 years of large companies with very established brands,

is that sometimes if they want to leave this large company and go work for a smaller company, et cetera, they don’t necessarily have the exposure to an entrepreneurial environment and it becomes a concern for the new employer. And often what we discuss with employers is that we like the idea of having executives who have been trained with the large businesses because they get all the best practices, but then who have been exposed to an entrepreneurial

venture and then they become the best candidates for typically, for example, a private equity backed company that seeks very fast growth with high returns, etc. Which are also the positions where you can make the most money as an executive. And so it’s the good combination, you know, like the publicly traded established, then entrepreneurial, and then you go into

Rob Maneson (00:23:01)
Yeah.

Edouard Thoumyre (00:23:07)
a fast growing high reward equity type of position.

Rob Maneson (00:23:13)
Yeah, I mean, I was very fortunate at Imperial. Twice in my career there, in very two different categories within the tobacco space, I was able to do that in two different roles. So my first, as you mentioned, was Casa de Monte Cristo at the time. The US, and this is during the Obama administration, his last years, he was starting to normalize relations with the Cuban government. And…

Edouard Thoumyre (00:23:40)
The Cuba, yeah, I remember, yeah.

Rob Maneson (00:23:42)
Imperial owned 50% of the Cuban cigar business. So they saw that as an opportunity to quickly build out a business unit in the US that allowed us to expand should that, you know, governmental relationship change for the positive long term. And so all of a sudden it was moving to hyperdrive of create this business unit so that we can leverage it when the market opens.

Edouard Thoumyre (00:24:01)
Okay.

Edouard Thoumyre (00:24:08)
Mm-hmm.

Rob Maneson (00:24:08)
which still hasn’t actually happened, but they were ambitious to do that at the time. And then second time in my career with them was, you know, the vape business across the US in Fontum. So Fontum was, Blue E Cigarettes was the growth stage of the company and they were putting a significant bet globally around the…

Edouard Thoumyre (00:24:12)
yeah. Yeah.

Edouard Thoumyre (00:24:20)
So this was with Fontem, right? Yeah.

Rob Maneson (00:24:34)
the space. And so I was positioned and simply because, candidly, I’d met the right people at Imperial and they’d seen what I did and they came to me and said, we’d love to move into this role. And it was an awesome opportunity because the company, the entire investment of the company was really around this arm of the business. And so, you know, aspirations to go from a hundred million dollar business to a billion dollar business overnight. So quite a lot intense.

Edouard Thoumyre (00:25:02)
Did it reach a billion dollar? No, but at least you have a goal. Yeah. Yeah.

Rob Maneson (00:25:04)
No, not quite. It’s closer to it now. Yeah, so it’s closer to it now, but no resource was kind of off limits at the time. So that was a real eye opener for me is like trying to get an ROI and trying to bring in different things and massively growing was fantastic for my career. And then again, private equity, I’ve worked primarily after since then in the last few years. And it’s great because they have the same growth mentality at a different way to do it. And so,

you’re 100% right. I don’t think I’d be in the companies I’ve worked for since. I don’t think I would have even been a candidate had I not had those experiences previously within a big company. And so it’s been quite enjoyable. And again, obviously my fortunate, not everybody has that opportunity, even in Imperial or other big companies. So, but it worked for me and it’s been great.

Edouard Thoumyre (00:25:57)
Sure, and it goes back to many of the roles if we set aside CEO managing directors, you’ve been a head of sales for many years throughout your career in these different types of environments. And we often get this discussion as well with employers about their head of sales or their sales people, are they chasing new business or maintaining existing business? And of course, if you’re of an established brand,

Most of your work is maintaining established business versus hunting for new business with a startup company in fast-growing mode, in fast-growth mode. And those are two different, very different sides of the same head of sales type of position. And it’s not always easy to transition from one to the other.

Rob Maneson (00:26:47)
Yeah, I think, you know, it’s very different. And to your point, even in the same categories is quite different, the role, right? So I mean, when you’re at a big FMCG with a massive market share, 30, 40, 50%, you know, you can generally call up those customers and get an immediate meeting and discussion, not just with the buyer, but it’s the senior people and, you know, the C suites. So because they know you, they know your company, and they know what contribution you are to their business.

Edouard Thoumyre (00:27:07)
higher level as well.

Rob Maneson (00:27:15)
When you’re a startup trying to break in, the message is very different, right? It’s, you know, you’re trying to sell on the concept of, you know, not only your product and the difference between your unique selling proposition versus others, but you’re also trying to convince the buyers and their folks that they should support you because you’re a better alternative, right? Better can mean a lot of things, but better because you provide.

more profitability to the business if you, you know, on a per unit basis or you’re a brand that’s going to disrupt the category and take it over, you know, all of these things. And it’s, it’s, I think quite unique in that regard as well. Obviously it helps to have at least a relationship with some of the buyers from your previous. But I think I would also tell you, some of them don’t care, right? They don’t care about Rob Maneson and they care about, well you just happen to represent that brand. And that’s why.

Edouard Thoumyre (00:28:01)
from previous years.

Rob Maneson (00:28:12)
not to say they don’t like me personally, but my name is only gonna get me so far. It might get me then to pick up the phone call, but I still have to be able to deliver a message and a reason. They’re not just gonna do it because it’s a favor to me. They have to do it for their business. And so I think the selling is very different from that regard is what you’re selling is, again, much more creative versus a big company that’s let’s just maintain market share and let’s…

Edouard Thoumyre (00:28:41)
It’s more of a business case. Yeah.

Rob Maneson (00:28:41)
you know, the focus on a, it’s a business case of like, well, maybe we shouldn’t spend this much money on you this year, whatever it is, it’s the return is much more different. So again, it’s been an enjoyable experience with some of these companies of how do you, you know, when you get the customer who says, man, I really believe the mission you have, and I want to disrupt the companies that, you know, are the big ones, and you can help me do that. It’s like,

Edouard Thoumyre (00:29:04)
Mm-hmm.

Rob Maneson (00:29:07)
you know, excitement in the room and everybody’s energy is high because then you’ve got a partner who really want to help you grow. And to see that into coming to fruition is awesome.

Edouard Thoumyre (00:29:18)
I hope this is what you get now with the new cigar company you’re with as well, like disrupting and getting some partnerships, really excited about helping you grow the business.

Rob Maneson (00:29:30)
Yeah, this is the most exciting thing. So, you know, I’ve been in the job six weeks now and it’s been a mix of trying to grow customers at the same time as creating the infrastructure and make sure we’ve got the right plans for the future. And so it’s really rewarding, certainly a lot, but it’s been fun. So.

Edouard Thoumyre (00:29:41)
Yeah, it’s a lot.

Why Staying In The Tobacco Industry

Edouard Thoumyre (00:29:48)
I was just curious as well about the tobacco industry. You were not necessarily married to it at the beginning, but it seems you’ve built your career around it. And for many people from the outside, the tobacco industry is not a growing company. I checked the numbers, there’s growth globally. I’m not sure if within the US there’s growth as well, but there’s probably also very different types of growth depending on the subcategories.

between cigarettes, cigars, vaping and tobacco alternatives, etc. What made you keep on growing your career within this industry? Is it just passion because you like these products or is it just an easy transition and you get called and therefore it’s an easy career progression? What’s behind it?

Rob Maneson (00:30:37)
Yeah, it’s a mix of both. I’d say in my early career, I didn’t necessarily want to become, stayed in tobacco. You know, I was looking to go at Altria, grow a few different levels and move to another category. I think, you know, we hit on this a little bit earlier. Number one, the benefits of tobacco companies are generally very good. So from a motivation standpoint, not to say that, you know, if you go into beverages or, you know, other consumer products, goods, they don’t pay well, but the pay is…

an element of it. And I think as I’ve become more longer in my career, people, you know, I get calls from tobacco companies in various sectors saying, you know, you’ve got this skillset, you know, the industry. So I think that applies. I’ve been reached many times by other folks who, you know, either the company doesn’t work for me at the time, or it’s not a category I necessarily want to get into. But so I think it’s interesting. You talk about the growth, I think the growth, you know,

Edouard Thoumyre (00:31:15)
Of course.

Rob Maneson (00:31:34)
Tobacco is overarching. You mentioned kind of several subcategories. The subcategories have lots of growth depending on what they are. Some are declining, some are massively growing. So, you know, and again, from a big company to a very small company, the growth is very different as well, right? Somebody…

Edouard Thoumyre (00:31:51)
You can pick up a trend that is crazy as opposed to staying on a very stable or declining one.

Rob Maneson (00:31:58)
That’s right. So it’s quite amenable for me personally in that regard. I mean, I’m in a place that wants to grow, you know, it’s literally in a nascent business. They just really started in February of this year. So, you know, we have very, very, you know, it’s building the entire business and growing. So everything is growth right now. And so, you know, coming from another place where it was trying to maintain that growth. So again, different place, different time, but…

the opportunities. My goal is I think, I don’t think that’s any different from the beverage category. If I look to the beer category in the US, if you’re an Anisobut, it’s very similar. If you’re in AB InBev, you’re trying to maintain market share and there might be segments in the beer category that they go acquire because they’re on growth trajectory versus Butter Bud Light or Miller Light, whatever that is. So it’s very similar. I think you look at the snacks category in the US. Again, I’m just thinking about consumer.

Edouard Thoumyre (00:32:36)
It’s very similar, yeah. Yeah.

Rob Maneson (00:32:57)
I think premium luxury goods are very different, right? So the LVMH is in the world and some of that is very different. But yeah, immediate consumables, I think is my, they have the same challenges that the tobacco space.

Edouard Thoumyre (00:33:12)
All right, great. I think we’ve reached a half hour mark and the end of our discussion today. But I don’t know if you had anything else you wanted to add in terms of advice for people growing their career. I mean, we’ve touched many points already. But if you have any final thoughts about it.

Conclusion

Rob Maneson (00:33:33)
Well, I think, yeah, thank you very much for inviting me and this has been great fun. I would say my one last piece of advice is, you know, whatever career you’re in and whatever your goal, I think there’s, you know, the more you read, the more you reach out to people and network, the opportunities grow and meeting people like you guys have led some incredible opportunities to me and being, you know, getting to work with your firm has opened a lot of doors for me and also the people I’ve worked with. So.

Find those opportunities if you’re a candidate and explore those progressively and you’ll have those opportunities to grow your career, I think for sure.

Edouard Thoumyre (00:34:08)
Yeah, we didn’t discuss that today, but last time with Nadine Hoybal, we discussed as well mentorship and trying to grow a team or individual mentors around you who can help you in different situations and you can do that on your own. And so I invite people to maybe take a look at the previous one. It was interesting in that regard as well. All right, excellent. Thank you very much for your time today, Rob, and sharing those advice. And it’s been a pleasure to have you on the show.

Rob Maneson (00:34:37)
Nice to see you again. Thank you again for the opportunity.

Edouard Thoumyre (00:34:39)
All right, thank you, Rob. Bye.

Rob Maneson (00:34:41)
Bye bye.

Edouard Thoumyre (00:34:43)
You’ve been listening to the Executive Formula by ACCUR Recruiting Services. We hope you found today’s episode insightful and inspiring. Don’t forget to subscribe to our podcast on your favorite platform to catch all the upcoming episodes. And if you have any questions or topics you would like us to cover, please reach out to us. We will see you in the next episode. Thank you.

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We are proud to share that ACCUR Recruiting Services has been recognized once again as one of the top executive search firms and professional search firms in Forbes’ esteemed “America’s Best Executive Recruiting Firms” for 2024. This marks our consistent inclusion since 2018, underscoring our unwavering commitment to excellence in recruitment services.

Methodology Behind the Forbes Ranking

The 2024 ranking was based on an extensive, independent survey conducted by Forbes and Statista. The process involved over 9,300 participants, including recruiters, talent acquisition managers, HR managers, and candidates, ensuring that the results are comprehensive and unbiased. This methodology reflects the industry’s respect and trust in our ability to match the right candidates with the right organizations effectively.

What Sets ACCUR Apart?

Our firm stands out for its specialized approach in handling high-caliber executive searches and professional recruiting in consumer goods industries. We focus on roles that not only match the qualifications and expectations of candidates but also fulfill the strategic needs of organizations. Our recognition by Forbes as a top firm is a testament to our successful placements and high satisfaction rates among both clients and job seekers.

Looking Forward: Commitment to Excellence

As we celebrate this prestigious recognition, we reaffirm our commitment to the highest standards of service in the recruiting industry. This accolade motivates us to continue evolving and adapting to meet the dynamic needs of the job market, ensuring that we remain at the forefront of recruitment excellence.

We extend our heartfelt thanks to all our clients and candidates who have trusted us with their career and organizational goals. Here’s to achieving continued success together!

For further information about our services and how we can assist your organization, please contact us here.

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The Federal Trade Commission (FTC) has made a landmark decision to ban noncompete agreements across the United States, a move that has sweeping implications for workers and employers alike. This decision, announced in April 2024, is designed to enhance competition, spur innovation, and provide employees with greater job mobility​ (Federal Trade Commission)​.

Scope of this Noncompete Ban Rule

The FTC’s new rule applies broadly to both existing and future noncompete agreements. For the majority of workers, noncompetes that have already been agreed upon will become unenforceable, while creating new noncompetes is prohibited. However, senior executives, representing less than 0.75% of the workforce, are treated differently. Existing noncompetes for these executives are allowed to remain in force, while new noncompetes involving them are not allowed. This distinction acknowledges the unique nature of senior executive contracts, which often reflect negotiated value​​.

Senior Executives and Noncompetes

The FTC has provided a specific definition for “senior executives.” This term refers to employees earning more than $151,164 annually who hold policy-making positions, such as presidents or CEOs. This definition is narrower than the Securities and Exchange Commission’s definition of “executive officer,” which has led to concerns about how this rule will be interpreted and enforced​.

The rule also highlights the FTC’s intention to focus on the most restrictive agreements while allowing for some flexibility at higher levels of corporate hierarchy. Despite this distinction, all new noncompetes, even for senior executives, are prohibited moving forward.

Alternative To Noncompetes For Employers

Employers concerned about losing employees to competitors have been advised to consider alternatives to noncompete agreements. The FTC recommends nondisclosure agreements and nonsolicitation clauses, which do not functionally prevent workers from seeking new employment or starting businesses. Employers are also encouraged to explore “garden leave” arrangements, where employees receive continued compensation during a post-employment transition period​​.

The FTC has also provided model language for employers to use when notifying workers that their noncompetes are no longer enforceable. This notification requirement is seen as less burdensome than an active rescission requirement, which was initially proposed​​.

Implementation and Challenges Of This Noncompete Ban Rule

The rule is set to take effect 120 days after its publication (towards the end of August), but legal challenges may delay its implementation. Currently, several lawsuits have been filed challenging the rule’s legality, arguing that it exceeds the FTC’s authority and violates constitutional principles. For example, the U.S. Chamber of Commerce has filed a lawsuit in Texas seeking to block the rule​​. Given this legal landscape, employers should prepare for potential delays or changes.

Despite these challenges, employers should review their policies and prepare to notify workers who will be freed from noncompetes. This notification requirement allows employers to signal to workers that noncompetes will not be enforced. For instance, a Head of Marketing previously restricted by a noncompete may now find new career opportunities​, because, even though they may make more than ​$151,164 annually, they would not be considered as holding a “policy-making position” (as per MUCH Law, in this article)

ACCUR Recruiting Services’ Perspective

At ACCUR Recruiting Services, we have observed first hand the impact of noncompete agreements, particularly in the beauty industry. These agreements, often imposed by large corporations, have hindered executives seeking career advancement. Some executives lacked the energy and motivation to challenge noncompetes, while potential employers often avoided the hassle. The new rule is expected to ease these challenges, providing executives with greater career mobility.

In our experience, noncompetes have been a significant barrier, especially for high-performing executives in industries like beauty, where large groups dominate. The new FTC rule offers hope for a more dynamic and competitive job market, aligning with our commitment to helping executives grow their careers in a more flexible and open environment.

The post The FTC Bans Noncompetes first appeared on ACCUR Recruiting Services.

Here are the loose “chapters” in the conversation. Click link to jump approximately to that part in the transcript:

• 0:00 – Podcast Introduction
• 1:04 – Guest Introduction
• 04:15 – What kind of Professional / Executive are you?
• 05:51 – Have you career goals changed overtime?
• 08:15 – The role of luck?
• 16:16 – Internal Networking & Promotions
• 17:59 – Building up the right set of skills
• 19:52 – The role of mentors
• 22:40 – Finding your own mentors
• 25:31 – More about Luck
• 28:14 – What about failures?
• 32:38 – Leaving the corporate world
• 36:41 – Conclusion

Podcast Introduction

(00:00:00) Edouard Thoumyre
Welcome to the Executive Formula, the podcast where we discuss the strategies, challenges, and successes of climbing the corporate ladder, as well as the behind the scenes of the recruitment world. Hello everyone, I’m your host, Edouard Thoumyre, Managing Partner at ACCUR Recruiting Services, a boutique executive search firm specializing in consumer industries. Today we’re kicking off our very first episode with a special guest and former client of ours, Nadine Heubel.

Nadine, amongst many other things, was the former CEO at HEINEMANN Americas and currently is the Senior VP of Global Revenue at REKLAIM. I think her career journey leading up to having top executive roles at HEINEMANN and REKLAIM can be fascinating for our audience, but probably is also the recent entrepreneurial career choices that she made leading up to becoming this Senior VP at REKLAIM.

Nadine, welcome to The Executive Formula. It’s a pleasure to have you with us.

(00:00:58) Nadine Heubel
And well, thank you so much for having me. It’s a pleasure to be here with you and share my journey with you.

Guest Introduction: Nadine Heubel

(00:01:04) Edouard Thoumyre
Great. So as I just said, we’ve been in touch for a few years. You were a client, then you became a candidate when we started working for REKLAIM last year. And I understand you also have some interesting side gigs being a podcaster yourself. So maybe you can talk about it as well and plug it into this podcast.

But what I would like to do in this episode is try and explore the possible ways that one becomes an executive and grow a career in the corporate world but also maybe in a more entrepreneurial environment. So I have a few questions for you today and hopefully leading up to getting a few rules or a few best practices or maybe pieces of advice for our viewers and listeners. But before we get started, I would love it if we could provide some context around the names we are presenting. HEINEMANN might not be familiar to everybody, and maybe REKLAIM even less so. So if you could introduce HEINEMANN and REKLAIM just in a few words so that we understand what we’re talking about today.

(00:02:17) Nadine Heubel
Yes, absolutely. So two completely different companies. HEINEMANN is actually a family business in the fifth generation, 100 and I think 44 years old now, and one of the big players in the duty-free world. So HEINEMANN has duty-free stores all over the world. Maybe the listeners are familiar with the HEINEMANN stores in Frankfurt or Istanbul or Oslo or Sydney.
So this is a duty-free player. They are in airports, cruise ships, border stores, everything related to duty-free and travel.

And then on the other side, you have REKLAIM, and REKLAIM is a new company. It’s a start-up, which was founded two years ago by two co-founders, Jamie and kam. They are from the tech and pre-owned world.
So at its core, REKLAIM is a data and tech company. But the business they do is they offer turnkey solutions in the pre-owned luxury space. So turnkey solutions for retailers, offering watches and handbags, which are pre-owned. So from the big luxury brands. And the vision of REKLAIM is actually to be the first maison of pre-owned luxury goods.

(00:03:42) Edouard Thoumyre
I’ve probably skipped a few other things that you’ve done and maybe you’ll have the opportunity to discuss them later on. To me, HEINEMANN and REKLAIM were the two very interesting points to get the discussion going. But if you feel that anything else is actually useful to discuss, please feel free to do so as well.

(00:04:04) Nadine Heubel
Thank you. We will talk more about it, but I think it’s going to be in the course of our discussion. I’m sure I can bring in my Hugo Boss experience as well, which I loved very much too.

What kind of Professional / Executive are you?

(00:04:15) Edouard Thoumyre
So yeah, my first question is about who you are as a professional. What is important to you in your career? And maybe as well, I’d love to understand if it was the same when you started your career. Have you become a different professional as you grew your career? Have your goals evolved over the years? Have you reached what you expected? Please tell us more about this.

(00:04:45) Nadine Heubel
Sure, absolutely. So if I had to describe myself with my professional head on, then I would say Nadine, I am a servant leader, I am a strategist with a growth mindset, and I’m a positive disruptor. And what does this…

(00:05:02) Edouard Thoumyre
Servant leader? What do you mean by servant leader?

(00:05:08) Nadine Heubel
What drives me is the success of the people who work for me and with me. So my job as a leader really is to develop environments where people can actually thrive and where people can come to work and bring their best selves to work. So that’s my job as a leader. And I feel my KPI as a servant leader then is if people thrive.

This is when I have achieved my goal because I also believe that in environments where people thrive, companies also thrive financially.

Have you career goals changed overtime?

(00:05:51) Edouard Thoumyre
So, do you feel that these goals and the way that you are as a professional now is the same as when you started? And I’m asking this because I realized with myself that what I envisioned for myself was quite different from what I became. So I’m interested in knowing if others have also experienced similar journeys and similar changes.

(00:06:16) Nadine Heubel
So yeah, I think that my goals have actually been very similar when I started my career to what they are now. I was just not able to really articulate it as accurately as I did it now. And I remember when I had my first job interview, actually it was at Hugo Boss, and I was interviewing for a management trainee program. It was the first interview I ever had.

I was asked by the HR director what my goals were in 10 years time. And what I had said was that I wanted to be a leader, that I wanted to work in an international environment and I want to have a lot of human interaction. So this is the way I described my goals 25 years ago. And I think you know that they are very, very similar to what I actually became from what I wanted to be and what I envisioned what it was to what it is now, it’s of course very different. Especially when we talk about servant leadership, for example, for me, when I said it 25 years ago, I wanted to be a leader. What I had envisioned was basically that I was going to be the boss and that I could delegate a lot of things to a lot of people and that I was very important. That’s what it meant to me at that time. And as you heard from my explanation before.

(00:07:34) Edouard Thoumyre
Ha ha!

(00:07:39) Nadine Heubel
It’s very, very different from what I believe is now important as a leader.

(00:07:46) Edouard Thoumyre
Yeah, it’s just different words and different ways of being a boss. And it’s true that when you start your career, it’s a basic… Being a boss is a basic caricature of itself, but then you encounter so many different variations of being a boss that it becomes a bit more refined as you grow. Yeah, okay. So, I think what was interesting, I mean, what strikes me and probably is…

(00:07:50) Nadine Heubel
Yes.

(00:08:04) Nadine Heubel
Absolutely.

(00:08:15) Edouard Thoumyre
important for the listeners is, I mean, I expect that many people with ambition and with the ambition of growing a corporate career can look at your career growth, becoming the CEO of HEINEMANN AMERICAS as a good example. Maybe and correct me if I’m wrong, but then the changes that you made after working in a more entrepreneurial environment are quite different and it’s probably like the second of a new start in your career. And so I’d love to focus first on the first half and then we can discuss on the second half. But I was first very interested in understanding the choices you made to ultimately become a CEO. Maybe the other encounters of the people, the key people you met.

The role of luck?

Do you think there was luck involved in everything? Do you think, you know, how did you grow up to become the CEO of Ironman Americas? I mean, it’s very wide and we can chop it up into several parts, but that’s the ultimate goal of my question, yeah.

(00:09:22) Nadine Heubel
Yeah, so… Okay, great. Yeah, and as you said also, it is very different what I have done between 1996 when I joined the workforce until 2022 and what I’m doing now. And I would say during my corporate career, that’s how I would call it, my corporate career was very, very linear, meaning that, you know, every few years I, I got a promotion. I got a moved up, got a bigger title, got more responsibility, got, got a, got a bigger salary. And if I maybe can talk a little bit about this. So I started in, in Hugo Boss at a trainee program. Um, this was a three year program where I went through all the different departments in the, in the organization, which was really great because you really experience all the different departments and I very quickly I would say found out that there are certain areas which are not made for me and that there are other areas where I’m really excited about and this was sales and business development strategy marketing. So these were the areas which I really enjoyed. And then from there I started in the travel retail division. I was the area manager for Middle East and Asia within Hugo Boss, so focusing on the Hugo Boss business at airports. Then I became

(00:10:44) Edouard Thoumyre
Yeah, travel retail meaning duty free as well. Just because not everybody understands travel retail.

(00:10:47) Nadine Heubel
Yes. Yeah, thank you. That’s true. I’ve been too long in this business that I’m getting a little bit blindsided. So yes, travel retail, duty free. And then I got promoted to be the head of the travel retail department. And I was in charge for six years. And then actually I moved to HEINEMANN, which was at that time one of my biggest clients.

(00:11:13) Nadine Heubel
And again, also there I had very linear career development. I started as the director for Category Management and then I was promoted to be the first woman ever leading a sales division in I think at that time 135 years of Gebrüder HEINEMANN history with sales divisions only led by men and I was really fortunate enough to be in charge of the invite and catering division.

(00:11:42) Nadine Heubel
And then I became the CEO of Fundament Americas in 2016. And I, but I think what, what everything, what all my career steps in a way had in, in common was that I always articulated what I wanted. So I was, I was always trying to be very self-aware where I wanted to, what I wanted to do, what would excite me.

And it was not about the title. It was really more about the responsibility. So just to give you one example in my, in the early stages and then in the later stages. So in, in Hugo Boss, as I mentioned, I, um, in my training program time, I realized quickly where I would like to put the focus on and one was into in sales. So I went to the head of the international sales department. I was 21 years old at that time and I made an appointment with him.

And I told him that in about six months, I’m finishing my program and I would really love to work in his department. And that if he could consider me for any positions, this would be amazing. And then he said, look, thank you for sharing at that time. I don’t have any position a little, but I will keep you in mind. And then really five months later, he called me and offered me the position in the, in the travel retail division. And something very similar then happened in HEINEMANN as well.

(00:13:06) Nadine Heubel
At that time, I think 2012, 2013, I told my boss that I wanted to be responsible, have the strategic responsibility for a company, that I would love to do this outside of Germany. Yeah, and that I was ready to move wherever I was needed. It was 2013, and I also told him that there was no time pressure. I think that’s also always very important. Not putting pressure, it’s really more about waiting for the right opportunity to come.


(00:13:36) Nadine Heubel
and then go and take it. So two years later, yeah, he offered me the job as the CEO of Finanmen Americas. And I would say another important thing is has always also been to really make sure that you have great relationships within the organization. I was very fortunate that I had always bosses who believed in me, who gave me feedback, who wanted to make sure that I could grow and that my potential really would be maximized.

(00:14:06) Nadine Heubel
And I also developed really great relationship with my clients and vendors, because also they can be amazing mentors and advisors and consultants too, so yeah.

(00:14:15) Edouard Thoumyre
Yeah. And reference as well, maybe somehow indirectly. Yeah. And do you feel that those promotions also came just because you did good work or also because you kind of made the first step of connecting with other heads of departments to let them know about the good work you were doing?

(00:14:39) Edouard Thoumyre
And maybe you were not expected to first discuss with the head of travel retail to become a sales director and maybe you just took the initiative to go and talk to them as opposed to just wait for HR or whatever to call you one day and say you have a promotion, right?

(00:14:56) Nadine Heubel
Absolutely, I think this is really the most important is that you, what I said that you really voice what you want. Because I always wonder what’s the worst what can happen to you. They could then tell you very frankly, you know what, we don’t see you, but then see you in a position or we don’t see you in the department. But then this allows you then to have discussions with them and understand maybe why.

(00:15:19) Nadine Heubel
And yeah, that’s what I, my mantra is always, or I always ask myself, if I’m going to go and ask what’s the worst, what can happen? And the worst can happen is they’re going to say, no, that’s, that’s really the worst, what, what can happen. And then I also think the other one is because you’re not always in the room when discussions take place about promotions. That’s why I think it’s also important that you have really strong connections with, with people.

(00:15:44) Nadine Heubel
that you have people who speak out for you, who are your, I would call them like sponsors, so that when discussions are held about, oh, who could we send to Miami, who could be the person to do this, that then maybe two or three people are saying, well, Nadine voiced it with me and then somebody else says, yeah, I really have a good, she seems to be a great candidate. And so I think that both sides are important. And I would not just rely on.

(00:16:02) Edouard Thoumyre
seems to be a candidate.

(00:16:12) Nadine Heubel
Just do good work and hope that somebody’s gonna see that you do good work. I don’t think that this is enough.

Internal networking and promotions

(00:16:16) Edouard Thoumyre
Yeah. No, I’ve seen it so many times as we’re interviewing many people and we’ve been doing executive search for a long time. I’ve seen many people who were kind of implying that they were disappointed not getting a promotion despite their good work, that they were expecting at some point HR to call them and say, you have a promotion. And very often I would ask them whether they had already networked within the company.

to maybe talk to other potential bosses that could hire them internally and make them move, other people who could make a case for you and so on. And it seems like it’s a really, it’s a key initiative to have to make those promotions happen as opposed to just wait for them to arrive just because you do a good job. Of course, doing a good job is important as a necessary step, but especially some companies don’t necessarily have like,

(00:17:03) Nadine Heubel
Yes.

(00:17:11) Edouard Thoumyre
very strong HR in terms of decision making for promotions. And in some companies, HR is a bit more administrative. In some companies, HR are very strong and are really taking decisions as far as career development and promotions. But in any case, networking internally seems to be a key success factor for people moving up the ladder. I’ve noticed it many times.

(00:17:34) Nadine Heubel
Yes.

(00:17:41) Nadine Heubel
And also what you said, I think that’s also responsibility of the people who want to get promotion is really to understand, you know, who are the decision makers? Is it HR? Is it not HR? To really understand the dynamics in an organization as well. That’s, I feel, was always my responsibility as well.

Building up the right set of skills

(00:17:59) Edouard Thoumyre
Yeah. How about the aspect of getting to see, it was probably the point of your trainee program at the beginning, but getting to see several angles of the company to allow yourself to become a general manager or to move up. And of course, if you know only finance or strictly only marketing, maybe you’re not the best candidate to become a general manager or CEO, etc. But how did you go about making sure that you would build a set of skills that would lead up to being a candidate to become a CEO?

Do you organize this in a way or did it just come more naturally because HEINEMANN is organized this way?

(00:18:38) Nadine Heubel
No, I would say that I did organize it this way. And again, you know, the root was I did this trainee program for three years. So I kind of also experienced myself what it meant actually to work in the warehouse, to work in production, to work in accounting and so forth. And I think this really was also kind of a red thread through my career. I always also wanted to understand what’s happening around me. So, you know, I never saw myself as an isolated siloed unit.

I really wanted to understand, you know, how did the HEINEMANN warehouse function? It’s one of the most sophisticated and state-of-the-art warehouses in the duty-free travel retail industry. So I wanted to understand it as well. And I was curious and I, you know, asked questions about it. I also did executive MBA classes. Yeah, I really wanted to make sure that I was not just basing my skill set on my current role.

but making sure that, you know, that it would help me in my current role if I better understood all the functions around it.

The role of mentors

(00:19:52) Edouard Thoumyre
Okay. Did you have a chance to meet with people who became kind of mentors to you? Have you had any mentors that really made a difference?

(00:20:03) Nadine Heubel
Yes, I did and I do have mentors. And I would say that I even would call it today my personal advisory board. So I have really a different set of people with different backgrounds, with different skillsets who really help me and advise me. So.

(00:20:15) Edouard Thoumyre
Okay

(00:20:31) Nadine Heubel
Of course, we don’t have any board meetings and there is no board minutes, but these are the people and it’s a group of people where I can go and ask questions. If I get stuck, if I need a second opinion or if I’m also just having a very bad day or made a mistake or something, then I can go to the people. What is again what was…

like standing out and maybe this is the theme for me here is I was never afraid to ask people if they wanted to be my mentor, if they wanted to be my personal advisor.

(00:21:08) Edouard Thoumyre
Yeah.

(00:21:12) Edouard Thoumyre
Did you formalize it this way asking the question, can you be my mentor or is it more of a, okay.

(00:21:15) Nadine Heubel
Yes, it’s in both. It’s both, you know, some just happened, happened naturally. You have conversations and then you realize that you reach out to the people from time to time and ask advice. But for example, with another one, a CEO of a big supermarket chain here in the US, I got introduced to him.

completely different reason why we got introduced. And I met him and I thought, oh my God, this is an amazing gentleman. And I really enjoy listening to him and I enjoy and admire his leadership ideas and so forth. And after we had this call, I thought, you know what, I’m just gonna ask him. So I reached out to him and asked him if he wants to become my mentor.

And really like within a day I had a response he said, absolutely, so now I’m still until today, I can call his assistant and make 30 minute call with him and then can talk about any advice I need and he will listen and he will be very honest with me. He will also say things to me which I maybe not always wanna hear, but I’m always very grateful that he’s very open and then he also holds me accountable, which is great. Yeah.

(00:22:19) Edouard Thoumyre
Hahaha!

(00:22:25) Edouard Thoumyre
And you can call him every week. No. Ha ha ha.

(00:22:28) Nadine Heubel
No. No, let’s say I haven’t tried, but I think there would be at one point, there would be maybe a little bit of, maybe too much Nadine. Yes.

Finding your own mentors

(00:22:40) Edouard Thoumyre
Yeah. How do you think you were able to create these relationships with mentors? I mean, you said it just before, it’s just about asking. That’s the first step. But it seems like people, maybe younger people building the beginning steps of careers, and maybe some of them could feel that, OK, I’m not coming from a family with a network and whatever.

How can I get a mentor? And how did you go about it?

(00:23:13) Edouard Thoumyre
How do you identify them and how do you approach them?

(00:23:17) Nadine Heubel
Yeah. So first of all, I also like what you said that, you know, that there are younger people who maybe don’t have the family network. And I have to say I can completely relate. I’m one of them. I come from a very humble background, from the German countryside. My parents were both blue collar workers and the first college graduate. So, you know, I didn’t, I did not have this kind of network.

And what I did, and I think this was especially when I was younger and I had really a lot of energy, I would attend every event which was offered in especially in the duty free and travel retail world and I would just network. And I…

(00:24:04) Nadine Heubel
A few weeks ago, I was at a conference and somebody was talking about the principles of success and she was saying one thing, she said, network or die. I kind of got reminded of my younger days when that’s exactly what I did. I networked and then networked. I think one of the things where I’m really good in is I can build connection with people and I can also feel.

(00:24:29) Edouard Thoumyre
build connections.

(00:24:33) Nadine Heubel
if we are the same, I don’t know, the same vibe or wavelengths, exactly. And then with those people, you build relationships and then…

(00:24:35) Edouard Thoumyre
Yeah, wavelengths. Yeah.

(00:24:50) Edouard Thoumyre
But so they’re beyond your former direct bosses. It’s beyond that. It’s like outside of your companies and just the networking created those opportunities. Yeah.

(00:24:55) Nadine Heubel
Absolutely. Yes.

(00:25:02) Nadine Heubel
Exactly. And now what I’m now I’m also more intentional because again, I don’t maybe don’t have the energy anymore to network or die at industry events. So now it’s I’m also for example, I’m a member of the International Women’s Forum, which is a network of 7,000 women globally, where you can find extremely interesting people. And so I have different

of these communities I’m a member of. Yeah.

More about Luck

(00:25:31) Edouard Thoumyre
Yeah. Okay. How about the importance of luck? Do you feel that luck played a role? Do you feel that luck is maybe, is not the right word, but maybe it’s a question of putting yourself in a situation where you can take opportunities and grab those opportunities? I mean, how do you see that in your, in your career development?

(00:25:57) Nadine Heubel
Yeah.

You know, I think there is always a level of luck included. I wouldn’t want to say that, you know, that this is pure hard work and so forth. Yes, yes, I think there is always, you know, you make a connection with somebody and then this might lead to a job or to a great food for thought or whatever, and you are at the right place at the right moment. So yes, I do think that there is this, that there is an element of luck.

(00:26:10) Edouard Thoumyre
merits and yeah

(00:26:27) Nadine Heubel
But at the same time, I also one time read a book that you, you know, that nothing happens by chance because you need to create these opportunities that something can happen. So I do think that there is a lot of, you know, creating opportunities and speaking out what you want that eventually things happen.

Because you know, just like mathematically also thinking, if you ask 10 times, then your chances of getting a yes are higher than if you only ask once. So, yeah.

(00:27:03) Edouard Thoumyre
Of course. And hopefully your yes, and hopefully your yes has a much bigger impact than the nine knows before. And so, and as you develop your career and your skills, you’re able to better see good opportunities that make up for maybe the small mistakes along the way. Yeah. Okay.

(00:27:24) Nadine Heubel
Yes, absolutely. And I also think that from the nine no’s, you can also learn a lot and understand why there was maybe a no. And then this also advances you in your career or in your decision making.

(00:27:32) Edouard Thoumyre
Learn something.

(00:27:44) Edouard Thoumyre
Yeah, I mean, I’ve noticed as well several times and I also take it for myself when I look back at how I grew my business. It was a series of smaller opportunities, but sometimes important that made me take a big decision that in the end ended up being the right one, but there were several bad ones before leading up to a good one. And if you don’t open yourself to any opportunities, then luck never happens.

(00:28:08) Nadine Heubel
Yes.

(00:28:13) Nadine Heubel
Yes.

What about failures?

(00:28:14) Edouard Thoumyre
So that’s a little bit the lesson that I took as well. How about failing? Did you experience failing and did you experience like, yeah, making big mistakes? Obviously, I mean, the clear game in this situation is to learn something and to not do it again and so on. But like, what were your biggest examples of failing and what have you learned from it?

(00:28:18) Nadine Heubel
Yeah, agreed.

(00:28:22) Nadine Heubel
Yes.

(00:28:41) Nadine Heubel
Yes, so absolutely I have made big mistakes in my career. But, no, no. So I made some big mistakes. I make mistakes every day. I think we all make mistakes every day. But for me, like from the big mistakes when they happen and I can talk about some in a second, as you said, without like compromising myself.

(00:28:47) Edouard Thoumyre
Don’t compromise yourself, but yeah.

(00:29:11) Nadine Heubel
I always then follow the same debrief, my internal Nadine debrief when something like this happens. The first question I always ask myself, did I give all my personal self in making a decision happen and did I use best judgment with the information which was available to me at that time? If this is a yes.

then I can then I dig deeper and really understand, okay, what went wrong and how can I ensure that next time I will make it better. If I have to be very honest with myself and say maybe for whatever reason I did not give my best self or I was not using all the information which was around me, then I will first of all have a very serious Nadine between Nadine discussion to make sure that this cannot happen again because for me this is.

this is even this is a bigger mistake where you need to dig a little even deeper to really understand why was it that he was not giving it you all and why did you not use all the information which was provided to you. And very, very often what I then what I then realize is that my gut told me for whatever reason not to do it. And I did it and I kind of decided above my gut and

and then mistakes happen. So I need to always remind myself that I have a good balance or a good warning system within myself and I need to trust myself. And if I do, then usually things are good. But another learning I also got from failure is I think we also need to, especially Europeans, maybe more than Americans, I think we also need to normalize failure.

(00:30:39) Edouard Thoumyre
Yeah.

(00:31:04) Nadine Heubel
You know, failure is important as long as we learn from it. Because I would also say that I’ve learned much more from wrong decisions I made than from the successes. And…

(00:31:15) Edouard Thoumyre
the failures, of course.

(00:31:20) Nadine Heubel
In HEINEMANN, I was trying an experiment with my leadership team at that time where we were, I wanted to encourage everybody to talk about the failures and then, you know, vote for the biggest failure in the room. And I was sharing a story with them about what I was, you know, what I had not done right. And then I realized that some of the leaders, I think there were like 15 people in the room, some of the leaders were not able to share any failure. And what it taught me

was something very important. It taught me actually that we had not created the company or the team culture I wanted to create because we need to really create environments where people can be vulnerable and where people can share failure openly because we all have them. If somebody tells me I never had a failure, this can’t be true, this is not right. So then I realized that I had to do more work as a servant leader.


(00:32:15) Nadine Heubel
to ensure that I create this environment where everybody can show up with vulnerability and that we trust each other. Because I really think if we are able to fair failure and together learn from it and maybe even ask, look, I made this big mistake, what do you think I can do better? This is when as teams we can really thrive.

(00:32:38) Edouard Thoumyre
Sure, but I mean on the mistakes there’s the ability or the possibility of sharing mistakes but it is also like if you never try anything you never make any mistakes. So there’s also a culture of trying, taking initiatives and so on that is important around making mistakes not an end to itself but also a means to becoming a better professional. And I agree with you there are vast differences between Europe and the US as far as how failure and mistakes are being considered. And probably Europe has a bit to learn from the US on that side.

Leaving the corporate world

I’m sorry, we’re going a little bit over our time and we haven’t spoken too much about the second portion of your career after HEINEMANN. So I’d love to not take too much of your time, too much more of your time, but if you could explain to us a little bit the reasons why you left a corporate environment like HEINEMANN for a more entrepreneurial type of environment. And I understand HEINEMANN was probably also a bit entrepreneurial in the Americas because you were also building up the business there. So what can you share with us?

(00:33:50) Nadine Heubel
Yes.

(00:33:56) Nadine Heubel
Yeah, so during, during maybe I need to start, you know, how I got even excited about the startup ecosystem. So what happened during COVID in the really dark, dark times of COVID, I needed to find something where I could kind of, you know, keep my mind off. A cruise line industry we were at that time in HEINEMANN, very strong in the cruise line business and industry had come to a halt.

So it was a very depressing work environment, very tough moments. And I needed something as a balance where I could energize myself and get energy to go back to those very tough moment as the best version of myself. So I started, so a friend introducing me to accelerators in the startup world. And I started to be a mentor to young female entrepreneurs.

(00:34:24) Edouard Thoumyre
Yeah, tough moment.

(00:34:51) Edouard Thoumyre
Ah, yes.

(00:34:54) Nadine Heubel
And I really, really enjoyed this. And this was the first moment when I got introduced to this like really entrepreneurial world. Not what you said, yes, HEINEMANN was entrepreneurial, but we had the HEINEMANN headquarter of corporate support, we had corporate financing and everything. And this was like out in the wild, so to speak.

(00:35:09) Edouard Thoumyre
Corporate support.

(00:35:18) Nadine Heubel
So I really enjoyed doing this and then I did more. I started also advising, not just mentoring, but also advising, got some equity in some startups for advising. I also made some angel investments. I went to Harvard and did a course on private equity and venture capital. So I was really getting more and more fascinated and intrigued by this world. And then…

You reached out to me and had this amazing opportunity at REKLAIM.

(00:35:51) Edouard Thoumyre
but there was something in between as well. There was something in between, no?

(00:35:56) Nadine Heubel
Yeah, so in between I did, I went to, I did Newmark, I did consultancy, are you right? I did consultancy for a year, but this was more again on more a corporate role. Newmark is also a big corporate machine. My job was also entrepreneur, but again under the very corporate.

(00:36:16) Edouard Thoumyre
Supported by a group and okay

(00:36:18) Nadine Heubel
Exactly. So when you reached out, this was like the moment where I thought, yes, this is what I’ve always wanted to do. I always not just wanted to be a mentor, advisor or angel investor. I actually want to be part of it. I want to be part of the startup ecosystem myself. I wanted to be an employee and I was lucky enough to be employee number one at

Conclusion

(00:36:41) Edouard Thoumyre
Very good. Excellent, I mean, thank you so much for all your insights. Hopefully it can be interesting to listeners and I hope it can be interesting for people beginning their careers, but as well people who are more advanced in their careers and probably, I don’t know, director of EP level, trying to find ways to become the boss. But yeah, thank you so much for your insights today.

(00:37:15) Nadine Heubel
Thank you for having me. Thank you.

(00:37:17) Edouard Thoumyre
All right. Thank you very much Nadine.

The post Podcast: Nadine Heubel, Former CEO at Heinemann Americas first appeared on ACCUR Recruiting Services.

Personalized Service and Direct Senior-Level Engagement

Detail-Oriented Approach

The hallmark of boutique executive search firms is their personalized service and attention to detail. Unlike larger counterparts, boutique firms thrive on a model that ensures clients are not just another account. Instead, they receive a tailored service that aligns with their unique cultural and business needs. This client-centric approach is particularly beneficial in industries as dynamic and nuanced as consumer and luxury goods, where understanding the brand ethos and consumer expectations is crucial.

Direct Access to Senior Consultants and Partner

Our firm exemplifies this personalized approach by ensuring clients have access not only to Senior Recruitment Consultants, each boasting over 10 years of experience within our specialization but also to the founder and managing partner. This level of access guarantees that every search is supervised with the highest degree of expertise and insight, ensuring alignment with both the strategic goals of the company and the specific needs of the industry.

Specialized Expertise in Consumer and Luxury Goods

The value of specialization cannot be overstated. Our firm’s focus on the consumer and luxury goods industries means we’re not just recruiters; we’re industry insiders. This deep market insight allows us to access niche talent pools and understand the subtleties of leadership qualities that drive success in this sector. Our expertise extends beyond merely filling a position to advising on leadership development, organizational design, and market trends that can impact strategic hiring decisions.

Flexibility, Speed, and Innovative Solutions

Agile and Adaptive Processes

The agility of boutique firms like ours is a critical asset in the fast-paced consumer and luxury goods market. Our streamlined decision-making processes and adaptive search strategies enable us to respond swiftly to market changes and client needs. This flexibility results in faster time-to-hire rates, crucial for maintaining competitive advantage in industries where market trends and consumer preferences evolve rapidly.

Customized Search Strategies

Moreover, our innovative search techniques and creative candidate engagement strategies are tailored to attract the unique blend of talent capable of leading in the luxury and consumer goods landscape. By employing cutting-edge technologies and leveraging our specialized industry knowledge, we offer creative solutions that stand out in the competitive search for executive talent.

Cost-Effectiveness and Strategic Advisory

Competitive Pricing Models

Choosing a boutique firm doesn’t just mean receiving a bespoke service; it’s also a cost-effective decision. Our competitive and flexible pricing models are designed to provide maximum value, reflecting our commitment to building long-term partnerships rather than transactional relationships. The efficiency and personalized nature of our searches lead to a higher likelihood of long-term executive success, offering a significant return on investment.

Efficiency and Return on Investment

As strategic advisors, we go beyond the transactional elements of executive search. We provide valuable insights into compensation benchmarks, talent management practices, and industry trends, ensuring our clients are well-positioned to make informed decisions about their leadership strategy.

Conclusion

For employers in the consumer and luxury goods industries, the decision to work with a boutique executive search firm like ours is more than a choice—it’s a strategic advantage. Our personalized service, direct access to experienced consultants and the managing partner, specialized industry expertise, and innovative search strategies ensure that our clients not only fill leadership positions but do so in a way that drives long-term success and competitive advantage. As the landscape of consumer and luxury goods continues to evolve, partnering with a firm that understands the intricacies of the industry and is committed to your success is not just beneficial; it’s essential.

The post The Benefit Of A Boutique Executive Search Firm In The Consumer Goods Industry first appeared on ACCUR Recruiting Services.

Edouard Thoumyre, Managing Partner at ACCUR Recruiting Services just got quoted in the WWD article “Why CEO Changes Are Rife in the Beauty Industry Today“. This marks another notable instance where his and ACCUR Recruiting Services’ insights have been recognized by the esteemed magazine!

The article explains the influx of new CEOs across various beauty brands, from L’Occitane Group to Fresh, highlighting the sector’s dynamic nature and competitive landscape as key drivers for these changes. Other experts in consulting and investment banks emphasize the industry’s need for leaders who can navigate market saturation and post-COVID challenges.

Thoumyre’s inclusion underscores his strong understanding of the executive shifts in the beauty industry. His insights contribute to a clear depiction of the factors influencing the recent trend of leadership changes. The WWD article not only sheds light on the evolving beauty sector but also affirms Thoumyre’s role as a knowledgeable figure in this domain.

The post Edouard Thoumyre of ACCUR Recruiting Services Quoted in WWD’s Article on Beauty Industry Leadership Changes first appeared on ACCUR Recruiting Services.

The Evolution of ACCUR Recruiting Services

Since 2006, ACCUR Recruiting Services has been synonymous with excellence in executive search. Our transition, about 10 years ago, to a retained search model underlines our commitment to in-depth, bespoke recruitment strategies. This evolution has enabled us to become a reliable partner for Fortune 500 companies, PE-backed firms, and privately owned businesses, each with its distinct talent needs.

Specialized Expertise in Consumer Goods and Luxury Sectors

Our success in areas like beauty, wines & spirits, watch & jewelry, luxury goods, and travel retail can be credited to our targeted approach as Luxury Goods Executive Search specialists. We excel as Beauty Industry Headhunters and have established a strong foothold in Wine and Spirits Executive Recruitment.

The Retained Search Process – A Mark of Quality

Our retained search process, akin to the rigor of Luxury Brand Headhunters, showcases our commitment to quality. This methodology, vital for roles in Senior Management Recruitment in Beauty and Fine Wines Executive Search, ensures a comprehensive understanding of our clients’ unique requirements.

Targeting Middle to Senior Management Level Searches

Our focus on middle to senior management roles, whether in Consumer Goods Recruitment or High-End Retail Talent Acquisition, highlights our expertise in sourcing leaders who align with an organization’s culture and strategic vision.

Catering to a Diverse Clientele

We pride ourselves on understanding the varied expectations from different types of clients, whether they are Fortune 500 companies, PE-backed enterprises, or privately owned firms. This adaptability is crucial in sectors like Watch and Jewelry Talent Search.

Insights into Consumer Goods and Luxury Industry Trends

Our insights into the consumer goods and luxury sectors ensure we remain strategic partners in building future-ready leadership teams, essential for sectors like Travel Retail Executive Search.

A Special Thanks to Our Team

At this juncture, we extend our deepest appreciation to our team. A big thank you to our Senior Recruitment Consultants – Gabriela Casas, Alejandra Rodriguez, and Edouard Nantas – for their unwavering dedication and expertise. Additionally, our Research Manager, Kamil Garbowski, deserves special recognition for his invaluable contributions to our firm’s success.

Looking to the Future

As we celebrate this anniversary, our commitment to innovation and adaptation in the executive search market remains steadfast. We are excited about the future, continuing to bridge the gap between extraordinary talent and exceptional companies.

Conclusion

Our journey over the past 17 years has been a testament to growth, learning, and excellence. We thank our clients, candidates, and especially our team for being the cornerstone of our success. As we step into the future, we reaffirm our commitment to being your premier partner in executive search and recruitment.

Join us in celebrating this significant milestone and discover how ACCUR Recruiting Services can support your executive search needs. Whether you are looking to fill a key role or seeking a new career path, let’s collaborate to achieve success together.

The post Celebrating 17 Years Of Dedication to Consumer Goods Industries first appeared on ACCUR Recruiting Services.

In the rapidly evolving world of artificial intelligence, OpenAI has emerged as a beacon of innovation and progress. However, the recent upheaval, marked by the firing of CEO Sam Altman, has sent ripples through the tech community, raising questions about the company’s future direction. To grasp the full implications of this development, it’s crucial to first understand the key board members who have shaped OpenAI’s journey.

OpenAI’s Board Members: Diverse Backgrounds Shaping the Future of AI

OpenAI, at the forefront of artificial intelligence research and innovation, is steered by a board of individuals with remarkable achievements and diverse expertise. This blend of experiences significantly contributes to OpenAI’s vision and strategic direction. Let’s delve into the career histories of Greg Brockman, Ilya Sutskever, Adam D’Angelo, Tasha McCauley, and Helen Toner.

Greg Brockman’s, President, Chairman, & Co-Founder of OpenAI, educational journey in Mathematics and Computer Science, including time at Harvard University and MIT, laid the groundwork for his future endeavors. As the CTO at Stripe from 2010 to 2015, he was instrumental in driving technological advancements at the company. Brockman’s role as a co-founder and key figure at OpenAI since 2015 highlights his significant contributions to the AI research landscape.

Ilya Sutskever, Co-Founder and Chief Scientist at OpenAI, with a solid foundation in Mathematics and a Ph.D., co-founded OpenAI and serves as its Chief Scientist. His work at OpenAI is central to advancements in AI, with notable contributions in computer vision, machine translation, and more. Sutskever is renowned for co-inventing AlexNet and inventing sequence-to-sequence learning, both of which are foundational to modern AI technologies.

Adam D’Angelo, CEO at Quora & Board Member at Open AI, has made significant strides in the tech industry, from his early days as VP of Engineering and CTO at Facebook (2004-2008) to co-founding Quora in 2009, where he currently serves as CEO. His entrepreneurial journey also includes co-founding Alma Networks in 2008, showcasing his versatility and innovation in the tech sector.

Tasha McCauley’s, Board Member at Open AI, background in electrical engineering and robotics, with degrees from Stanford University and Carnegie Mellon University, set the stage for her career in technology. As the CEO of GeoSim Systems, she leads the development of advanced robotics software. Her career began with a role at NASA Research Park Campus, blending technology and innovation.

Helen Toner, Board Member at Open AI & Director of Strategy at the Center for Security and Emerging Technology, focuses on policy analysis and research in security and emerging technologies. Her proficiency in English, German, and Mandarin Chinese aids her work in international policy. Toner’s role in AI policy and research at CSET underscores her significant influence in strategic planning and overseeing research grants.

The collective backgrounds of OpenAI’s board members, encompassing entrepreneurship, AI research, policy analysis, and robotics, underscore the organization’s comprehensive approach to advancing AI technology. Their combined experience and expertise are pivotal in navigating OpenAI through the intricate landscape of artificial intelligence, ensuring its continued impact and innovation in the field.

The Power Struggle at OpenAI: Unraveling the Complexities

The recent events at OpenAI, particularly the firing of Sam Altman, have unfolded into a complex power struggle within the organization. This turmoil is further intensified by allegations of a conflict of interest involving board member Adam D’Angelo, CEO and co-founder of Quora. D’Angelo’s involvement in this controversy stems from Quora’s creation of Poe, a ChatGPT-like general knowledge chatbot, which stands in direct competition with OpenAI’s ChatGPT and GPTs products. This competitive overlap has raised significant concerns about a potential conflict of interest due to D’Angelo’s dual roles.

The timeline of this conflict is marked by key developments. In April 2018, Adam D’Angelo joined OpenAI’s board, bringing his extensive experience in the tech industry. Between December 2022 and November 2023, Quora launched and expanded Poe, enhancing it with features and support for various large language models, positioning it as a direct competitor to OpenAI’s offerings. In a significant move, D’Angelo was among the four OpenAI board members who voted to fire Sam Altman and demote Greg Brockman, also blocking their potential return to the company.

This situation bears resemblance to Reid Hoffman’s earlier departure from OpenAI’s board, which was prompted by potential conflicts of interest. The parallels raise questions about why D’Angelo has not taken similar steps, especially given the direct competition between Poe and OpenAI’s products.

The allegations against D’Angelo have added another layer of complexity to OpenAI’s already intricate situation. The organization now finds itself at a critical juncture in terms of leadership and strategic direction. With over 700 employees calling for the board’s resignation and contemplating a move to Microsoft to join Altman and Brockman, OpenAI is navigating through a pivotal moment in its history. This unfolding drama not only impacts the internal dynamics of OpenAI but also has broader implications for the future of artificial intelligence and its governance.

The Future of OpenAI and Sam Altman: Navigating Uncertain Waters

As OpenAI grapples with its current leadership crisis, the tech world is rife with speculation about what the future holds for both the company and its former CEO, Sam Altman. Discussions are circulating about the possibility of Altman making a return to OpenAI, suggesting that the board might be reconsidering its earlier decision. This potential shift indicates the dynamic and unpredictable nature of the situation at OpenAI.

Simultaneously, Altman’s swift reception of an offer from Microsoft highlights his enduring relevance and influence in the AI sector. His significant contributions to the field and his role in shaping the future of AI, whether it be at OpenAI or in a new capacity elsewhere, continue to be a focal point of interest and discussion within the industry.

The recent upheavals at OpenAI represent more than just a change in leadership; they signify a critical turning point in the company’s history. As OpenAI forges ahead in advancing the boundaries of AI technology, the direction it takes under its new leadership will be under intense scrutiny. For Sam Altman, this unexpected twist in his career trajectory is unlikely to mark the end of his impactful journey in the realm of technology and artificial intelligence. His influence and insights will continue to be significant in the evolving landscape of AI, shaping its future developments and applications.

The post Sam Altman & OpenAI: The Executives Behind the Crisis first appeared on ACCUR Recruiting Services.

From my early years, I was deeply influenced by my grandfather, a prominent public business figure in France. His blend of intellect, humor, and dedication to family left a lasting impact on me, teaching me to approach life and work with seriousness, yet not taking myself too seriously. This balance has been a guiding principle in my career.

A significant turning point in my professional life was my experience at the HEC-Entrepreneurs Master’s Degree program at HEC Paris. This program, unlike my previous academic pursuits, emphasized hands-on experience and interactions with seasoned entrepreneurs, highlighting the practical aspects of entrepreneurship that traditional education often overlooks.

One of the key lessons I learned through my entrepreneurial journey, particularly during my first venture before founding ACCUR, was the importance of aligning with partners who share similar goals and perspectives. This experience taught me the value of building a business that balances long-term growth with quality interactions and a stable environment.

I also debunked the myth that larger businesses are inherently more successful. My experience in the executive search industry showed me that smaller companies can be more agile, profitable, and adaptable, often providing more personalized and effective services than larger firms.

Running ACCUR Recruiting Services has taught me that effective selling is crucial, especially in the early stages of a business. This insight underscores the importance of pairing innovation and quality with strong sales strategies.

Reflecting on my journey, I offer advice to new entrepreneurs, emphasizing the importance of persistence, focusing on clients over investors, the primacy of execution over ideas, the value of launching early, and viewing entrepreneurship as a lifestyle choice.

As I look to the future, my goals are to diversify our business development channels while maintaining strong relationships with our clients, and to continue enjoying memorable moments with my family. I believe in a work culture that values time over money, emphasizing working smarter, not just harder.

Thank you for taking the time to read about my journey and insights. I hope they inspire and guide you in your own professional endeavors.

The post ACCUR’s CEO Interview by Authority Magazine first appeared on ACCUR Recruiting Services.

What is the difference between CEO and chief growth officer?

The CEO and CGO hold critical but distinct roles within a company. The CEO, as the top executive, sets the company’s vision, defines strategy, and ensures alignment of operations with long-term goals. They are the main link between the board and the company’s operations and are accountable for the overall success or failure of the business. A CEO must have a comprehensive understanding of every aspect of the company, from financials to customer satisfaction, and is also the primary representative to investors and the public.

The CGO, a newer role in the C-suite, focuses solely on driving growth. They seek out expansion opportunities through various avenues like market penetration and partnerships. The CGO’s role is more specialized, targeting growth initiatives and working across departments to ensure strategic alignment towards growth.

The CEO has a wide-ranging company-wide remit, while the CGO zeroes in on growth. The CEO engages in high-level strategic planning and governance, contrasting with the CGO’s tactical approach to growth. CEOs manage both internal operations and external relations; CGOs primarily look outward to market opportunities and customer engagement. CEOs aim for long-term sustainability, whereas CGOs chase immediate growth targets.

Despite their differences, the CEO and CGO roles are meant to be complementary, with the CGO’s insights into growth opportunities informing the CEO’s overarching strategy for the company.

What is the difference between CMO and CGO?

In the evolving corporate hierarchy, the roles of Chief Marketing Officer (CMO) and Chief Growth Officer (CGO) have become topics of interest due to their distinct responsibilities and impact on business success. The CMO is traditionally the brand advocate, focusing on marketing strategies to boost visibility and customer engagement, and driving market share through creative campaigns. In contrast, the CGO, a newer addition to the executive team, aims for holistic growth, merging marketing with business development, innovation, and revenue generation. The CGO’s goal is to find new growth avenues, optimize resources, and align the company’s growth with its strategic vision.

Both CMOs and CGOs typically have similar career paths, requiring a mix of education and diverse business experience. However, CGOs may need more specialized knowledge in strategy and growth-focused roles. Leadership, strategic thinking, and problem-solving are key skills for both, but CGOs also need a strong grasp of marketing and creativity, while CMOs lean more towards financial, operational, and regulatory expertise.

Salaries for both positions vary by company size, industry, and location, with CMOs generally earning higher due to their wider scope of responsibilities. However, CGOs also command significant pay, reflecting their crucial role in business expansion.

CGOs are particularly influential in modern, tech-driven markets, often leading the charge in integrating AI and machine learning, and investing in new marketing technologies, highlighting their importance in shaping future business strategies.

How do you become a chief growth officer?

The path to the CGO’s office is less a straight line and more a strategic journey through various facets of the business world. It’s a role that demands not just a keen understanding of marketing but a masterful grasp of business operations, strategy, and analytics. Aspiring CGOs often build their careers through roles that span across marketing, sales, and even product management, gathering a holistic view of how a business grows. They are the ones who have not only led teams but also driven measurable results, demonstrating a unique ability to translate vision into action.

How much does a chief growth officer earn in USA?

Salaries for CGOs in the U.S. exhibit considerable variation, influenced by factors such as geographic location, industry, and company size. Public data from platforms like Comparably and Salary.com suggests an average annual salary of around $240,000, with a range from $150,000 to over $320,000. This appears to be low in our experience. It’s important to note that the figures from public data sources do not account for all the hidden job opportunities, particularly for more senior executives. In practice, a CGO’s compensation will likely far exceed $250,000 in annual base salary plus bonuses, underscoring the high value placed on this role in today’s corporate hierarchy.

The CGO’s role is not static; it’s increasingly focused on digital transformation and enhancing customer experience. As companies grapple with the digital economy, CGOs are expected to harness data analytics, customer insights, and technological innovations to foster growth. This shift is likely contributing to the rising valuation and compensation of CGOs in the business world.

The Role And Responsibilities of the CGO

A CGO’s job description is a dynamic document, reflective of the multifaceted nature of the role. At its core, it involves defining and driving growth strategies, analyzing market trends, and aligning product, marketing, and sales to capitalize on business opportunities. The CGO is also the company’s analytical brain, using data to pinpoint growth areas and optimize strategies. Innovation is their watchword, and they are often tasked with leading the charge on market expansion and the exploration of new business models.

The Qualities of a Top CGO

The top CGO is a blend of visionary and executor, able to see the forest for the trees and chart a course through unexplored business terrains. They are adaptable, able to pivot with market trends, and make data-driven decisions that steer the company towards growth. Leadership is in their DNA, with an innate ability to inspire teams and foster a culture that is both customer-centric and growth-oriented.

Assessing the Need for a CGO in Your Company

Deciding whether a CGO is right for your company involves a deep dive into your business’s growth challenges and opportunities. It’s about understanding the stage and scale of your business, the trends shaping your industry, and the competitive landscape. A CGO could be the catalyst your company needs if you’re at a point where growth is imperative but lacks a strategic direction.

Companies with CGOs in the Wine & Spirits and in the Beauty Industries

Examples of Wine & Spirits Companies having a Chief Growth Officer

Here is a non-exhaustive list of US companies with a current Chief Growth Officer or a VP of Growth:

• Kōloa Rum Company
• Ninkasi Brewing
• Cierto Tequila at Elevated Spirits
• ONEHOPE Wine
• Trinchero Family Estates
• Winestyr
• NEFT Vodka Global
• Southern Glazer’s Wine & Spirits

Example of Beauty Companies having a Chief Growth Officer

And here is a non-exhaustive list of US companies with a current Chief Growth Officer or a VP of Growth:

• Kitsch
• The Estée Lauder Companies
• IL MAKIAGE
• L’Oréal USA
• Maesa
• Skin Laundry
• GOODIER
• Prose
• Sephora
• Mana Products

Recruiting a CGO

The need for Chief Growth Officers (CGOs) is soaring, yet there’s a scarcity of suitably skilled individuals.

With more than 17 years of Executive Search experience in Consumer Goods Industries, ACCUR Recruiting Services stands out. Our profound insight into company expansion and a keen grasp of what makes an exemplary CGO places us in a prime position to secure the optimal match for your company’s talent needs.

Conclusion

The CGO is not just a role but a statement of intent. It signifies a company’s commitment to not just incremental improvements but to bold, strategic leaps forward. As the business world continues to evolve at a breakneck pace, the CGO stands as a key player in driving not just growth but sustainable success that can weather the storms of change.

The post Hiring a Chief Growth Officer, A Growing Trend Among Top Companies first appeared on ACCUR Recruiting Services.

The articles, both titled “Most Americans Don’t Actually Need Their Side Gigs,” delve into the fascinating dichotomy between the perceived financial necessity of side hustles and the underlying motivations that drive individuals to pursue them. Edouard Thoumyre, at the helm of ACCUR Recruiting Services, offers a nuanced perspective that transcends the simplistic economic narrative.

“Many professionals, regardless of their financial standing, are inclined toward maintaining side hustles,” Thoumyre remarks. “This trend is not merely a reflection of financial necessity but is indicative of an individual’s ambition, resourcefulness, and willingness to play the long game.” This insight from Thoumyre reflects a deep understanding of the workforce’s evolving dynamics and the multifaceted reasons why people engage in work beyond their primary employment.

The recognition by Yahoo Finance and Nasdaq.com is a testament to the thought leadership and industry expertise that ACCUR Recruiting Services brings to the table. The firm, known for its precision in matching top-tier talent with leading companies, now also stands out for its analytical contributions to discussions on the modern workforce.

The coverage by these financial giants is not just a nod to ACCUR Recruiting Services’ reputation but also highlights the importance of side gigs in today’s economic landscape. The articles explore how side hustles can be a strategic move for professionals to diversify their skills, expand their networks, and secure financial independence. This aligns with Thoumyre’s observation that side gigs are a proactive choice for many, rather than a reactive necessity.

For ACCUR Recruiting Services, this media recognition is more than just a moment in the spotlight; it is an opportunity to influence the narrative around work, ambition, and success in the 21st century. As they celebrate this achievement, the team at ACCUR is already looking ahead, ready to engage in and lead the next wave of conversations that will define the world of work for years to come.

The post We made the news on Yahoo Finance and Nasdaq.com first appeared on ACCUR Recruiting Services.

Before we explore the team, it’s crucial to understand the foundation upon which Pantalones Tequila is built. Enter Davos Brands, a key player in the spirits industry, has been instrumental in shaping the landscape of modern beverages. Notably, Davos Brands has been involved with Betty Buzz, a brand of non-alcoholic mixers created by Blake Lively, the wife of actor Ryan Reynolds. Reynolds himself is a celebrity name behind The Aviation American Gin, another prominent brand under the Davos umbrella. This synergy of celebrity influence and brand innovation has been a hallmark of Davos Brands’ strategy. The pivotal moment for Davos came in 2020 when it was acquired by Diageo, a global giant in the beverage alcohol sector. This acquisition marked a significant chapter in the industry, blending celebrity-backed ventures with the extensive reach and resources of Diageo.

Andrew Chrisomalis – Co-founder and Chairman of the Board

At the helm of Pantalones Tequila is Andrew Chrisomalis, a visionary in the spirits world. His journey, which previously saw him leading Davos Brands, has been marked by strategic foresight and an innate understanding of the market. Chrisomalis’s expertise has been instrumental in shaping the direction of Pantalones Tequila.

Persia Tatar – Chief Marketing Officer

Persia Tatar brings her rich experience in marketing to Pantalones Tequila as the Chief Marketing Officer. Her previous stint at Betty Buzz, a brand known for its innovative approach, has equipped her with the skills to navigate the competitive landscape of the spirits industry and position Pantalones Tequila as a brand synonymous with fun and quality.

Kenrik Mannion – Chief Operating Officer

Kenrik Mannion, as the Chief Operating Officer, is the backbone of Pantalones Tequila’s operations. His journey through the ranks of Davos Brands and TY KU Premium Sake & Spirits, coupled with his experience at Diageo and Kimberly-Clark, has endowed him with a unique perspective on operational excellence and financial acumen.

Matt Ellis-Escobar – Senior Vice President of Sales

Matt Ellis-Escobar’s role as the Senior Vice President of Sales is pivotal in driving Pantalones Tequila’s market presence. His tenure at Betty Buzz and Davos Brands, along with his experience at The Patrón Spirits Company and Wine Warehouse, has honed his ability to expand brand reach and foster significant sales growth.

Rebecca Gunnels – Vice President of Sales

Rebecca Gunnels, the Vice President of Sales, brings a wealth of experience from her time at Betty Buzz and her significant tenure at Bang Energy and Anheuser-Busch InBev. Her expertise lies in strategically positioning products in the market and driving sales teams to achieve ambitious targets.

Gary Spinelli – Vice President Finance

Gary Spinelli, overseeing the financial aspects as the Vice President Finance, plays a critical role in the sustainable growth of Pantalones Tequila. His concurrent role at Betty Buzz and previous experiences at Davos Brands, Russian Standard Vodka, and TY KU Premium Sake & Spirits, have equipped him with a deep understanding of financial strategies in the spirits sector.

Gareth Williams – Global Brand Director

Gareth Williams, the Global Brand Director, brings a global perspective to Pantalones Tequila. His tenure at Betty Buzz and Davos Brands, along with his experiences at Marussia Beverages UK Ltd and Proximo Spirits, has given him an edge in understanding international markets and crafting strategies that resonate across cultures.

Conclusion

The executive team behind Pantalones Organic Tequila is a blend of experience, innovation, and strategic thinking. Each member brings a unique set of skills and perspectives, making Pantalones Tequila more than just a brand – it’s a testament to the power of collaborative excellence. As the brand continues to grow, the impact of this team will undoubtedly be reflected in its success, setting new standards in the spirits industry.

The post The Executive Team Behind Pantalones Organic Tequila by Matthew McConaughey and his wife Camila first appeared on ACCUR Recruiting Services.

The Power Couple Behind Pantalones Organic Tequila

Background on Matthew and Camila McConaughey

Matthew and Camila McConaughey, a duo renowned for their achievements in entertainment and philanthropy, have ventured into new territory with the launch of Pantalones Organic Tequila. Their foray into the spirits industry is not just a business move but a reflection of their personal passions and lifestyle choices.

Their Journey into the Spirits Industry

The McConaugheys’ journey to creating Pantalones Organic Tequila has been marked by a deep commitment to authenticity and quality. They have immersed themselves in the world of tequila, from understanding the intricate process of agave cultivation to mastering the art of distillation. Their hands-on approach in the creation of Pantalones Organic Tequila reflects their dedication to producing a spirit that is not only enjoyable but also resonates with their values of sustainability and social responsibility.

Vision for Pantalones Organic Tequila

The vision behind Pantalones Organic Tequila is to offer a product that embodies the spirit of celebration, quality, and environmental consciousness. The McConaugheys aim to create a tequila that stands out not just for its taste but also for its commitment to ethical production practices. This vision is a testament to their desire to make a meaningful impact in the spirits industry.

The Launch Strategy

Unique Launch Video

The launch of Pantalones Organic Tequila was announced through a unique and playful video featuring Matthew and Camila McConaughey. This video, which can be embedded here, showcased the couple’s sense of humor and creativity, setting the tone for the brand’s image as fun, vibrant, and unconventional.

Marketing Approach and Industry Trends

The McConaugheys’ marketing approach for Pantalones Organic Tequila reflects a keen understanding of current industry trends. By leveraging their celebrity status in a humorous and down-to-earth manner, they have managed to create a buzz around the brand that resonates with a wide audience. Their strategy highlights the importance of personal branding and storytelling in today’s market.

Product Range and Unique Selling Points

Pantalones Organic Tequila offers three varieties: Blanco, Reposado, and Añejo, each with its unique flavor profile and selling points. The Blanco is known for its crisp and fresh taste, the Reposado for its balanced oak and fruit notes, and the Añejo for its rich complexity. This range caters to a variety of preferences, showcasing the brand’s versatility and commitment to quality.

Impact of the McConaugheys’ Humor and Family Influence

The launch video and overall branding of Pantalones Organic Tequila are heavily influenced by the McConaugheys’ sense of humor and family values. Their approachable and relatable marketing strategy has helped in creating a brand that is not only premium in quality but also warm and welcoming in its appeal.

Branding and Product Differentiation

Crafting a Unique Brand Identity

Pantalones Organic Tequila stands out with its distinctive branding, which is a reflection of Matthew and Camila McConaughey’s personal style and ethos. The brand’s identity is rooted in authenticity, sustainability, and a celebration of life’s simple pleasures. This resonates deeply in an industry where consumers increasingly value transparency and ethical production.

Diverse Product Range with Distinct Characteristics

The product range of Pantalones Organic Tequila – Blanco, Reposado, and Añejo – is carefully crafted to cater to diverse palates. Each variant offers a unique tasting experience:

• Blanco: A crisp and fresh flavor profile, perfect for cocktails.
• Reposado: Aged for a nuanced taste, balancing the raw spirit’s edge with a smoother finish.
• Añejo: A premium offering, aged longer for a richer and more complex flavor.

Celebrity Influence in Brand Perception

The involvement of the McConaugheys adds a layer of allure and credibility. Their active participation in the brand’s development and promotion ensures that Pantalones Organic Tequila is not just another celebrity-endorsed product but a genuine reflection of their passion for quality spirits.

Impact on the Wine & Spirits Industry

Setting New Trends in Marketing and Branding

The launch of Pantalones Organic Tequila has set a precedent in the industry for innovative marketing and branding strategies. It demonstrates the power of storytelling, digital engagement, and celebrity influence in creating a successful brand in today’s market.

Raising the Bar for Quality and Sustainability

The McConaugheys’ commitment to organic farming and sustainable production practices has raised awareness and set higher standards for environmental responsibility in the industry. This approach aligns with the growing consumer demand for ethically produced and environmentally friendly products.

Lessons for Industry Leaders

Embracing Innovation in Branding

The key takeaway for industry executives is the importance of innovation in branding and marketing. Pantalones Organic Tequila’s success underscores the need for brands to constantly evolve and adapt to changing consumer preferences and market dynamics.

The Power of Authentic Storytelling

Another critical lesson is the power of authentic storytelling in building a brand. The McConaugheys’ personal involvement and genuine passion for their product have been central to the brand’s narrative, creating a deeper connection with consumers.

Leveraging Digital Platforms Effectively

The effective use of digital platforms for marketing and community engagement is another vital strategy highlighted by this launch. In an age where digital presence is crucial, the ability to engage audiences online is a key driver of brand success.

The Future of Celebrity-Branded Spirits

A Growing Trend with Challenges and Opportunities

The trend of celebrity-branded spirits is on the rise, offering both challenges and opportunities. While celebrity involvement can provide an initial boost, long-term success depends on quality, consistency, and the ability to resonate with consumers beyond the celebrity’s persona.

Navigating Market Saturation

As more celebrities enter the spirits industry, differentiation becomes increasingly challenging. Brands will need to find unique ways to stand out, focusing on product quality, innovative marketing, and authentic brand stories.

Conclusion

The launch of Pantalones Organic Tequila by Matthew and Camila McConaughey is a landmark event in the wine and spirits industry. It exemplifies how innovative branding, authentic storytelling, and a commitment to quality and sustainability can create a successful and resonant brand. This case study offers valuable insights for industry leaders and sets a new benchmark for branding in the spirits sector.

The post Innovative Branding in the Spirits Industry: The Launch of Pantalones Organic Tequila by Matthew and Camila McConaughey first appeared on ACCUR Recruiting Services.