An executive friend in an organization and industry riven by digital disruption and declining margins confided over lunch how dramatically her new CEO had impressed everyone at a recent executive offsite. “She listened carefully to people’s complaints about all the processes and obstructions they felt got in the way of their doing their jobs,” said my friend, “and instead of pushing back or challenging them, she agreed and said she’d do everything she could to get those obstacles removed….People were amazed and energized.”
Responsive CEOs are wonderful. But, knowing the industry well, her declared commitment suggested more than an understandable desire to eradicate unhappy bureaucratic burdens. She likely wanted to see how well her top people understood their own effectiveness. The unspoken deal: eliminating organizational impediments would radically improve their business results. Continue reading
Our client is a privately held Latin American BPO provider looking to expand into the US. The executives are serial entrepreneurs who have successfully founded and sold a number of BPO providers, their current company is 5 years from exit. The successful candidate will have a successful track record selling F&A BPO, have entrepreneurial values and be able to develop and scale a sales organization.
By Lydia Dishman