Case overview
An international company operating in both consumer goods and pharmaceuticals faced a difficult search: it needed a country head who could manage a business with two distinct routes to market in the region.
Three factors made the search harder. People with experience in both sectors were rare; Russian senior executives were reluctant to consider a role focused on Kazakhstan; and international responsibilities ruled out some candidates late in the process.
We ran parallel searches in two countries, examined candidates’ career paths to identify less obvious cross-sector experience, and prepared them for a multistage selection process that included a trip to Germany.
The role was filled within three months with a candidate from Kazakhstan. This case may help recruiters working with international executives and HR directors seeking leaders with an unusual combination of experience.
Case background
The client was an international company in both consumer goods and pharmaceuticals. It planned to expand its regional office and needed a country head. The role involved leading a team of up to 100 people, developing business through two channels—consumer goods and pharmaceutical products—and working with the company’s global leadership.
Key requirements included leadership experience at an international company, expertise in both consumer goods and pharmaceuticals, knowledge of Russian and Kazakhstani markets, and a willingness to travel frequently and work across cultures.
Few candidates had experience in both sectors. The additional requirements for international experience and leadership narrowed the pool further.
We used direct search in Russia and Kazakhstan in parallel and encountered three difficulties from the outset.
Challenges
First: Strong Russian candidates with experience in both sectors were reluctant to consider the role because they saw it as a local Kazakhstan position with limited career prospects. We worked with the client to present it more clearly, emphasizing its international standing, direct reporting line to global leadership, and potential to expand into other CIS markets. This attracted candidates who had initially declined.
Second: Market analysis showed that few candidates had formally worked in both consumer goods and pharmaceuticals. We therefore examined career paths for adjacent experience, such as managing a diversified portfolio in a holding company, working with subsidiaries in different sectors, or contributing to cross-functional projects. This revealed cross-sector expertise in people who would have been missed by a surface review.
Third: Two promising candidates withdrew before the final interview because of the travel involved. Flying to Germany to meet the company president felt like unnecessary bureaucracy to them.
To reduce this risk, we set expectations early, explained why the final stage mattered, coordinated travel, and showed that meeting the president was a chance to discuss business strategy directly with a key decision-maker.
What did we do?
We assessed more than 50 profiles using:
- Our internal database,
- Targeted LinkedIn searches for senior executives in pharmaceutical and consumer goods companies,
- Referrals through professional networks in the sectors.
We presented the client with 15 candidates with the most relevant experience. Two reached the final stage and completed a multistage process: an initial interview with a local HR representative, a meeting with the regional director, a competency assessment with an external consultant, a business case presentation, and an in-person meeting with the company president at a production site in Germany. The selected candidate came from Kazakhstan and combined experience in both sectors with strong regional market knowledge and leadership skills.
Results in numbers
- A pool of 15 candidates,
- Two finalists,
- One successful hire,
- Project duration: three months.
Key lessons for recruiters and HR professionals
Overcoming hidden barriers in senior executive searches
1. How a role is presented matters even to senior candidates
Senior executives consider more than responsibilities and compensation. They also weigh career prospects, the standing of the role, and room to grow.
- What to do: Work with the client to explain how the role fits the company’s global strategy, what development opportunities it offers, and how its responsibilities extend beyond the formal job description.
- Why it works: Senior executives may reject a role they perceive as local or a dead end even if the formal terms suit them. Clear positioning addresses those concerns at first contact.
From this case: Some Russian candidates reconsidered after we explained the role’s international status and the prospect of wider regional responsibility.
2. Finding less obvious expertise requires looking beyond a resume
A resume rarely captures the full breadth of a senior executive’s experience, particularly adjacent or indirect skills.
- What to do: Look at projects, transformation work, diversified portfolios, and cross-functional collaboration as well as job titles. Ask how the candidate contributed to outcomes in adjacent business areas.
- Why it works: Many executives gain experience in related sectors through projects or group structures without listing it as a separate role on their resume.
Result: Reviewing career paths rather than titles alone uncovered candidates with relevant cross-sector experience.
3. Late withdrawals can result from unclear communication rather than weak motivation
When a candidate withdraws near the end, the cause may be an unclear purpose for the stage or difficult logistics.
- What to do: Explain the number and format of stages, travel requirements, and purpose of each step from the start. Offer help with travel arrangements.
- Why it works: Candidates can see a demanding process as evidence of the company’s serious approach when they understand it, and practical support makes participation easier.
From this case: Setting expectations early and coordinating the trip to Germany helped avoid further withdrawals at the final stage.
Conclusion
Finding senior executives with an unusual combination of expertise requires more than market access. It also means presenting the role well, recognizing experience that is easy to miss, and managing expectations about the process.
- For recruiters: Invest time in presenting the role and examining career paths. This can expand the candidate pool even in a competitive market.
- For companies: Explain the role’s prospects as carefully as its requirements. This strongly affects its appeal to senior executives.
