Case overview
An international infrastructure and utility company asked us to conduct a confidential search for a commercial director in Uzbekistan.
The search was difficult because the local market for this role was undeveloped. Few people had commercial experience in utility companies, and the role combined government relations, customer service, and industry knowledge.
The initial search hypotheses did not produce results, putting the client at risk of a prolonged vacancy.
We redesigned the search strategy, expanded its geography and candidate pool, mapped relevant companies, and helped the client reconsider the role profile.
The situation and the problem
The client was an international company operating in utility infrastructure.
It needed a commercial director who could:
- Build customer service operations,
- Work with government agencies,
- Manage the commercial function,
- Handle residents’ inquiries and complaints and establish transparent processes.
In Uzbekistan, there was almost no established talent market for this profile. Utility providers had historically been state-owned, and modern commercial functions had not developed in the same way.
Initially, the search focused on candidates from adjacent sectors, including telecommunications and internet providers, with experience in:
- Managing large teams,
- Working with consumers,
- Handling complex communication issues, such as network construction and residents’ complaints.
That approach did not work: the candidates lacked the industry expertise needed for district heating.
The assignment called for external expertise because:
- The company was transforming while managing several strategic projects at the same time,
- Internal teams were focused on operations,
- The role was unusual, and it was unclear which industries could provide suitable candidates.
The client engaged us to assess the market, test search hypotheses, and develop a recruitment strategy.
Our solution and implementation
We redesigned the search around two candidate pools:
- Adjacent industries: telecommunications, infrastructure, and service companies
- Candidates with direct experience at utility and resource providers outside Uzbekistan
We researched the market by:
- Identifying utility providers,
- Compiling a list of target organizations,
- Building a pool of candidates with relevant experience.
We gave the client regular market feedback, which helped it adjust its expectations.
The main challenge was the lack of local candidates with the required experience. We addressed it by:
- Expanding the search geographically,
- Approaching candidates in other countries directly,
- Speaking with candidates who were not actively looking for a job.
As a result, the client revised the role profile and adjusted its responsibilities to reflect the actual talent market.
Results
Before:
- No suitable candidates in the local market,
- An unsuccessful search hypothesis focused on adjacent industries.
After:
- An international candidate pool was established,
- The role profile was revised,
- A candidate was found and hired.
| Before | After |
| The local market had no candidates with commercial expertise in utility services. | We built an international pool of candidates from relevant companies with industry experience. |
| The search in adjacent industries did not produce a reliable path to filling the role. | We identified relevant sources of expertise and developed a new search strategy. |
| The client lacked a clear view of the market and where the required management and industry expertise could be found. | We prepared a market map analyzing companies and candidates. |
| The initial role profile did not reflect what the market could offer. | We revised the role profile using market data and candidate feedback. |
| The search had been treated as a one-off assignment. | We established a longer-term relationship and received additional management roles. |
Key lessons for recruiters and employers
Working in an undeveloped market and on a confidential search
1. When the local talent market is undeveloped, the first search hypothesis may be wrong
In new or changing markets, a familiar analogy such as “look in telecom” may fail when industry-specific experience matters too much.
- What to do: Test the hypothesis with a small sample of five to seven candidates. If it fails, move quickly to an alternative instead of continuing with the original approach.
- Why it works: This saves the client’s time and helps reach a solution before confidence in filling the role is lost.
From this case: The search among telecommunications and internet providers failed because candidates lacked utility-sector expertise. Changing strategy quickly allowed us to search internationally.
2. International search is a strategic tool for undeveloped talent markets
Once the local pool is exhausted, expanding the search geographically may be the only way to find the required expertise.
- What to do: Identify countries with more developed markets in the sector in advance—for example, Russia, Kazakhstan, and Turkey for CIS infrastructure companies—and focus the search there.
- Why it works: Candidates in neighboring countries may share a similar cultural and regulatory context while having stronger experience in commercial functions developed in a more mature market.
Result: Searching outside Uzbekistan gave us access to candidates at utility companies with relevant experience.
3. A market map helps redefine a role, not just list companies
When a client does not know where to find candidates, market research can identify sources of talent and help reset expectations for the profile.
- What to do: Give the client more than a company and candidate list. Analyze which skills are available, which requirements need adjustment, and which responsibilities could be split across roles.
- Why it works: Decisions grounded in market data reduce unnecessary iterations and speed up the search.
From this case: The market map helped the client revise the role profile and align responsibilities with the available talent.
4. Confidential searches require direct contact with passive candidates
When a vacancy is not advertised and candidates are not actively job hunting, conventional channels such as job boards and applications are unlikely to work.
- What to do: Use direct outreach through LinkedIn, professional associations, referrals, and industry contacts. Prepare a clear description of the project to interest someone who is not looking for a new role.
- Why it works: Many strong candidates will consider a personalized opportunity that clearly explains the challenge and prospects.
Outcome: We found the candidate through direct outreach to a professional in another country who was not actively job hunting.
5. External expertise is particularly valuable during a company’s transformation
When a business is running several strategic projects and internal teams are stretched, an external partner allows them to stay focused on operations.
- What to do: Present your work as market expertise and recruitment strategy as well as search, especially when the client does not yet know where to find suitable candidates.
- Why it works: This makes the value of the work clearer and can create opportunities for longer-term collaboration on other roles.
6. Working with government agencies and residents calls for specific experience
A role combining commercial management, government relations, and service to residents is rare. These capabilities develop in a limited number of industries.
- What to do: Look for experience in companies with a similar operating model, not merely separate skills—for example, utilities, transport operators, and large infrastructure groups.
- Why it works: Leaders in these companies must manage commercial work, regulator relationships, and residents’ concerns at the same time, building the combination of skills the role requires.
From this case: The candidate from a utility company outside Uzbekistan had this combination of experience.
Conclusion
Searches in undeveloped talent markets require flexibility, a willingness to revise assumptions, and the ability to look beyond the local market.
- For recruiters: Analyze the market and develop alternative search scenarios before a project begins. This reduces time spent testing unsuccessful approaches and builds client confidence.
- For companies: When entering a new market or transforming a business, consider external expertise as a strategic resource. It can speed up decisions and reduce hiring risks.
