Insights

The CEO Struggle: View From the Top

Thu, 19 Mar 2026 16:31:00 Z

“In 2007, while running The Huffington Post, I collapsed from stress, burnout, and lack of sleep, breaking my cheekbone on my desk as I fell.”¹

Arianna Huffington has since become a vocal advocate for sleep, wellness, and mental health in leadership. But urging exhausted CEOs to get more sleep, exercise or therapy only puts more pressure on their shoulders. It's time to diagnose the problem, look at how CEOs are hired, and the infrastructure that surrounds them.

In this series, senior Amrop Partners draw on their deep conversations with boards, nominating committees and the lonely leaders atop the corporate mountain. As CEO malaise surges, read on for an insider’s view of the weather systems at the summit, and strategies to stay resilient and healthy. In Part 1, we examine the CEO's operating environment.

The AI-Accelerated Exit: How Victoria’s Work From Home Laws Reshape Local Employment

Mon, 16 Mar 2026 10:26:00 Z

Jamal Khan, Managing Partner, Amrop Carmichael Fisher

As Victoria’s work from home laws take effect on 1 September, a broader shift is emerging for the Victorian workforce. For many SMEs, the choice is no longer simply between the office and the spare bedroom. Policies designed to expand workplace flexibility may also accelerate structural changes already underway in the labour market. The result is a more fundamental discussion about how work will be organised in the years ahead.

For business leaders, the challenge is not simply adapting to policy change, but understanding how technology, talent and economics are reshaping the structure of work itself.

Steering Australia’s Twin Transition: Net-Zero and AI

Wed, 11 Mar 2026 12:33:00 Z

Warwick Peel is a Partner at Amrop in Australia, bringing his unique expertise at the intersection of finance, climate and artificial intelligence. A former investment banking and private equity search specialist, Warwick also co-chairs the Climate Committee for the United Nations in Australia, and has led senior appointments across carbon markets and responsible investment. At Amrop his focus is on executive roles and advisory work that help institutions and corporates navigate the coming AI and technology transition.

Warwick frames today’s moment as a twin transition. “The established net-zero imperative is running in parallel with a sweeping AI-driven tech transformation,” he says. “Industries that are not “tech-enabled” will soon be out of the game. I see AI not only as a productivity lever but as a structural shift in business models - agentic systems, new revenue streams and radically altered workforce needs – that boards and investors must treat as central to strategy and risk management.”

Unlocking a New Chief, the CAIO

Wed, 04 Feb 2026 10:26:00 Z

Why reporting lines determine whether AI optimises the past or shapes the future.

Warwick Peel, Partner, AI & Tech, Amrop Carmichael Fisher

The Seven Questions to Ask the CIO You Want to Hire

Tue, 03 Feb 2026 13:06:00 Z

Paulo Aziz Nader is a Partner at Amrop Brazil, an angel investor, a board member at several scale-up companies in Brazil and a member of Amrop’s Global Digital Practice. Over the course of his career he’s recruited a large number of CIOs and developed a keen understanding of the qualities and skills that define the role.

Paulo shares his insights and seven critical questions that can help uncover the strengths and perspectives of a CIO candidate, ensuring that they align with your organisation's goals and culture.

I Am Not a Robot: AI and Leadership Hiring – Part III

Wed, 28 Jan 2026 12:11:00 Z

Watertight Oversight: The Role of Boards

In March 2025, an employee of software company Intuit claimed that its use of an automated video interview platform unfairly blocked her promotion. She blamed AI-driven biases related to her disability and race. The American Civil Liberties Union (ACLU) filed charges on her behalf against Intuit and HireVue, the tech firm she said used AI in a discriminatory way. Both denied the accusation. Intuit stated that it provides reasonable accommodations to all applicants. HireVue denied that Intuit even used AI in this instance.¹

Law firm Fisher Phillips say this emphasises the need for organisations using AI hiring tools to conduct regular accessibility audits, review vendor agreements, train HR teams about possible AI biases and legal requirements, and allow for human review during an interview process. They should offer clear and simple pathways for applicants needing accommodations, monitoring and adjusting AI usage to address potential biases.

Given the stakes surrounding senior hires in particular, should boards be involved in guiding AI use in talent management strategy? Let’s recall the board’s core activities of Control (protecting shareholder wealth), and Service, helping the firm create value, aligning shareholder and societal interests.²

Executive Leadership 2026: From Recalibration to Implementation

Wed, 14 Jan 2026 10:26:00 Z

Jamal Khan, Managing Partner, Amrop Carmichael Fisher

As we close the doors on 2025, it is clear that this year will be remembered as the “Great Recalibration”. For Australia’s executive leadership and the boardrooms we advise, 2025 was defined by a transition from post-pandemic volatility toward a leaner, more disciplined private-sector-led recovery.

At Amrop Carmichael Fisher, we have spent the year navigating these choppy waters alongside our clients. The global landscape shifted under the weight of heightened trade barriers and geopolitical pivots, while domestically we grappled with an inflationary cycle that tested the mettle of even the most seasoned CEOs.

AI-driven Executive Search: 4 Pitfalls

Mon, 05 Jan 2026 15:10:00 Z

AIs risk losing critical talent profiles.

AIs are increasingly training on AI-generated data, potentially leading to the disturbing phenomenon of 'model collapse.' Executive and board recruiters need to pay keen attention to issues that may compromise a hire.

Given all of this, could AI-driven executive search be a real possibility?

“The current reality (and it will probably change) is that AI works better on a clear profile with languages, hard skills,” says Mikael Norr, a member of the Amrop Global Board. “However, a CEO in a broad leadership role involves softer skills, such as being inspiring. It's much more difficult to work with AI.”

I Am Not a Robot: AI and Leadership Hiring - Part II

Tue, 25 Nov 2025 12:18:00 Z

Pitfalls, Risks & Solutions

While AI offers efficiency and scale in executive search, some pitfalls are currently limiting its effectiveness in high-level hiring. None are insurmountable.

In Part 2 of our series examining how AI is transforming executive search and its impact on global executive talent acquisition, senior Amrop Partners unpack the downsides in data-driven leadership hiring processes.

How can AI users get the best of both worlds in executive and board hiring?

Anywhere but Melbourne. The New Geography of Senior Executive Mandates

Mon, 24 Nov 2025 10:26:00 Z

Jamal Khan, Managing Partner, Amrop Carmichael Fisher

The more conversations I have with business leaders and owners in Melbourne the more alarmed I am becoming regarding a less than subtle and accelerating corporate and ownership rebalance affecting Melbourne. The data we are seeing throughout 2024 and 2025 is no longer subtle; it has solidified into a structural trend that necessitates an immediate strategic response.

Your Next M&A Transaction is a People Problem

Thu, 20 Nov 2025 16:01:54 Z

Insights on harnessing culture and leadership for M&A success in the Financial and Tech sectors

In the fast-paced worlds of finance and technology, mergers and acquisitions can be transformative opportunities, yet they often encounter hurdles that threaten to derail their success. “Culture is often the missing link in M&A success. Without strategic alignment of people and values, even the most well-structured deals can falter,” emphasizes Jamal Khan, Managing Partner at Amrop Carmichael Fisher in Australia and a member of Amrop's Global Digital Practice.

I Am Not a Robot: AI and Leadership Hiring – Part I

Thu, 20 Nov 2025 12:00:00 Z

Part 1 | Mapping a Shifting Landscape

Artificial Intelligence is reshaping leadership hiring – accelerating processes, enriching relationships, and opening new possibilities for executive search. Yet, it remains a tool that demands judgment and restraint.

In this three-part series, Amrop explores how AI is transforming executive and board-level recruitment – its opportunities, risks, and what the future may hold. Could AI ever replace the headhunter?

Drawing on insights from senior Amrop partners and board members, early adopters and active contributors to the firm’s global AI governance, this first article examines how the technology is taking shape inside the executive search ecosystem.

Confidence by Design: The Real Secret to Offer Acceptance

Mon, 17 Nov 2025 16:11:33 Z

“Even the strongest candidates sometimes say no. The offer is right, the team is inspiring, the culture feels aligned, yet something breaks in the final stretch. Having led dozens of executive searches, I’ve seen that moment too many times. And every time, the reason wasn’t the package. Or not only this. It was confidence, or rather, the absence of it,” says Nataliia Ivoniak, Partner at Amrop Ukraine.

Women on Boards: Redefining Governance Through Diversity

Mon, 10 Nov 2025 13:28:35 Z

Board diversity is no longer a matter of box-ticking, but of competitiveness: different perspectives drive resilience and innovation in a world defined by constant change. But female leaders still face more obstacles when it comes to securing their first board positions, meaning that active support in their ascent is in every organisation’s best interests.

Last month, Amrop's global Leadership Advisory practice, spearheaded by Cecilia Callmer, Partner – Amrop Sweden and Magda Clipaciuc, Partner – Amrop Romania, co-hosted a webinar with European Women on Boards: “From Oversight to Impact: How Independent Directors Influence Change.”

The discussion gathered board professionals across Europe to explore how modern boards can amplify their strategic impact through inclusion, behaviour, and purposeful leadership.

Beyond Compliance: Embedding Psychosocial Risk Management Into Organisational Culture

Fri, 31 Oct 2025 12:31:00 Z

Many leaders still approach psychosocial risk as a reactive obligation. The real question is: how can organisations move beyond compliance and embed practices that support both people and performance?

Planning for Leadership Succession – How to Get It Right

Fri, 17 Oct 2025 12:00:00 Z

After the first fragile years of building and stabilising a company, every organisation eventually reaches another defining moment: a leadership transition.

In today’s world, where the pace of change is only accelerating and expectations of leaders grow ever higher, even the most outstanding talent cannot stay in the same role forever. Leadership change is not a question of if - it’s a question of when, and how well the organisation is prepared to navigate it.

Partner Perspectives, with Natalja Gudakovska, Amrop Latvia

Powering the Future: How Duracell Leads with Innovation and Sustainability

Tue, 30 Sep 2025 10:39:00 Z

In a consumer landscape that is changing fast, effective leadership and adaptability to new consumer behaviouur patterns are essential.

In this context, Amrop spoke with Kerem Sinanoglu, Vice President of Duracell in North and Central Europe, who shared his insights on how Duracell addresses economic and supply chain challenges, as well as innovation and resilient sourcing, and highlighted the company’s commitment to sustainability through eco-friendly practices and social initiatives. He discussed emerging consumer trends like personalisation, ESG values, and the qualities needed for future leadership and talent attraction.

Transforming Organisational Capabilities Through AI: Accenture Australia & New Zealand

Tue, 23 Sep 2025 08:37:35 Z

“The biggest thing we’ve done is uplift the whole organisation’s capability and understanding of AI.”

In our latest report, Amrop’s Global Digital Practice examined the leadership competencies essential for successful AI transformation. We invited CEO/GMs from midsize, PE-backed, family-owned and other organisations to share their real experiences in leveraging AI transformation strategies to build capability and create long-term value.

Amrop's Fiona Getty spoke to Alex Trott, Managing Director and Data and AI Lead at Accenture, Australia & New Zealand, as well being a Senior Transformation and Consulting Leader with the company. Building on more than 25 years with Accenture in locations around the world, primarily in the Banking Industry, Alex is now leveraging Data and AI across Australia and New Zealand to drive transformation.

What Female Executives Are Saying About Leadership Today

Mon, 01 Sep 2025 12:31:00 Z

Insights from a cross-sector roundtable on visibility, barriers and what effective female leadership really requires.

Governance For What’s Next 2: Balancing Design

Mon, 21 Jul 2025 11:53:00 Z

Today more than ever, boards and committees need even-handed architects. How can boards dive into complexity without drowning? How to deal with new questions surrounding diversity, technical literacy and M&A strategy? And how can board design mitigate the personal risk faced by overloaded NEDs?

In this series, Amrop Partners and members of Amrop's Board Services Practice deliver insights from the frontlines of boardrooms.

What pitfalls do governance designers risk in the current climate, and how can they be avoided?

Your Digital Strategy Is Only as Good as Your Product Team

Fri, 11 Jul 2025 10:26:09 Z

A high-performing product team can make or break a company’s digital success. But where that team sits — under the CEO, CTO, or CMO — isn’t just a matter of org charts. It’s a strategic choice that shapes vision, speeds up execution, and determines how well your business stays relevant in a fast-moving market.

“I frequently encounter organisations grappling with the optimal placement of their Product teams within a digital business,” says Jamal Khan, Managing Partner of Amrop Carmichael Fisher in Australia.

“A high-performing product team has business acumen, design thinking, technical understanding, and project management expertise. Its core function is to deeply understand customer needs, translate those into compelling product solutions, and iterate continuously based on feedback and market shifts. The reporting line plays a critical role in enabling or hindering these capabilities — especially in the context of a company’s digital strategy.”

Hatcher+: Reinventing VC with AI and Blockchain

Fri, 27 Jun 2025 09:10:37 Z

“We help early-stage emerging fund managers outperform the big guys.”

That’s the bold claim from John Sharp, Founding Partner at Hatcher+, a Singapore based venture firm using AI to disrupt the traditional VC model.

As part of our latest Amrop Global Digital Practice report, we explored what it takes to lead successful AI integration from the top. We spoke with CEOs and GMs across private equity-backed, midsize, and family owned companies to uncover practical insights into real-world AI leadership.

In Australia, our Amrop Partners sat down with John Sharp to learn how Hatcher+ transformed from a manual VC operation into an AI-powered platform. The result? A groundbreaking venture model built on blockchain and AI — FAAST: Funds-As-A-Service Technology — that’s rewriting the rules of portfolio construction.

Governance For What’s Next 1: The Great Reset

Tue, 24 Jun 2025 12:13:00 Z

The geopolitical risks are piling up: the ongoing Russia-Ukraine conflict has required production to be diverted, nearshored and secured (even as the sustainability of supply chains is under scrutiny). A trade war is beckoning. New conflict in the Middle East. In a literal and metaphorical sense, the planet’s temperature is rising.

Meanwhile existing undercurrents persist: global markets have been shifting for some time. Legacy economies such as Germany and the UK are stagnating. The US may be entering a recession. China and Japan have lost their earlier momentum. And AI is compounding the insecurity, its outlines obscured by dense fog.

As if these pressures on boards were not enough, share- and stakeholders are scrutinising their performance, particularly regarding return on investment, ethics, risk management and sustainability. No question, boards are living in ‘interesting times’.

In this series, Amrop's Board Services Practice delivers insights from the frontlines of boardrooms. How are boards creating clarity today? And where do their priorities lie, given a crowded and restless agenda?

Recruiting the Digital Leaders for What’s Next

Sun, 01 Jun 2025 12:31:00 Z

Attracting Top Talent for Chief AI Officer and Digital Leadership Positions

The rise of AI is fundamentally remaking corporate strategy. More than a tool, AI is a strategic imperative — a once-in-a-generation opportunity to redefine industries and outpace competitors. As AI-driven transformation accelerates, corporate leaders must navigate its implications for the workforce.

In our latest report, Amrop’s Global Digital Practice examines the leadership competencies essential for successfully integrating AI into organisations, as well as strategies for developing these skills. We interviewed CEOs/GMs, inviting them to share their real experience in leveraging AI strategies for their organisation and customers. We asked them about AI tools used in their organisations, the impact of AI on leadership skills, how their organisations are experiencing AI’s disruptive effects and the future of AI in their organisations and their industries.

In the executive summary below, Amrop's Job Voorhoeve outlines what we’ve learned about leading in the AI age and the very crucial role of the Chief AI Officer.

Navigating the Shifting Sands of Executive Recruitment in Australia

Sun, 01 Jun 2025 12:31:00 Z

As Managing Partner of Amrop Carmichael Fisher in Australia and Chair of the Global Membership Committee, I've had a privileged vantage point over the past financial year, observing the dynamic shifts within the Executive Recruitment and Board marketplaces. The landscape has been far from static, shaped by a confluence of technological advancements, economic pressures, and geopolitical uncertainties. Looking ahead, our focus for the next year will be squarely on helping organisations navigate this complexity, securing "Leaders For What's Next" who are agile, resilient and forward-thinking.