Our Insights

AI can accelerate the work. Who will develop the judgement?

Wed, 14 Oct 2026 08:21:29 Z

In professional services, the path from junior colleague to trusted adviser has rarely been set out in a manual. People learned by doing: researching a market, checking an assumption, preparing a first draft, listening to a client conversation, observing senior colleagues. Much of this work was routine. It was also where professional judgement began to form.

AI is changing that path. It can produce a credible market overview in minutes, suggest interview questions, summarize a lengthy document or prepare an initial analysis. Used well, it gives teams more time to focus on clients and complex decisions. Yet the work it makes faster often overlaps with the work through which younger professionals used to learn.

The question for leaders is whether their organizations are still creating the experiences that turn promising people into experts – and future leaders.

With Viesturs Liegis, Managing Partner, Amrop Baltics & Ukraine

How to Spot a Spoof: Protecting Yourself from Impersonation Scams

Thu, 08 Oct 2026 07:16:00 Z

There's never been a more complex time to be a leader – or a more tempting time to be impersonated as one.

Across the recruitment industry, fraudsters are impersonating consultants, using stolen names, titles and photos to approach candidates and clients with fake job offers, false "services," and requests for money or personal data. Amrop is not immune. Neither is any firm you might work with.

The good news: these scams follow patterns, and once you know what to look for, they're easy to catch.

Is additive manufacturing stuck in a rut?

Mon, 05 Oct 2026 07:15:08 Z

Collaboration and analysis can liberate its full potential.

Ulrich Beckendorff | Germany

AM is still an engineering or innovation topic, rather than a board-level transformation

Despite the early hype, many manufacturers want business cases, repeatability, and reliability. The challenges are daunting: integrating hardware, software, post-processing, quality, and business strategy into a single operating model. The skills, governance, and process maturity to scale from pilot to production are often missing in action. And when it comes to executive hiring, many manufacturers have trouble defining a brief.

Energy & Infrastructure: How can boards hire for ‘sustainable resilience’?

Fri, 18 Sep 2026 15:18:48 Z

Aiga Arste-Avotina | Baltics

The energy transition is marching towards the realities of tomorrow. But energy and infrastructure leaders are judged on what they do today.

Can they ensure the power supply in the face of electrification and ravenous data centers? Intercept geopolitical shocks, from drone attacks to cyber threats? Can the infrastructure handle extreme weather events? How supple are supply chains?

The Quiet Intersection: Mining, Critical Minerals and Global Defence

Wed, 19 Aug 2026 15:39:58 Z

Lena Kozovski | Amrop Rosin Canada

Critical minerals are no longer a niche topic for extractive industries; they are central to national security thinking, defence procurement and the technologies that underpin modern military capability. From surveillance systems to advanced materials and battery storage, the inputs that originate in mines feed capabilities that governments now treat as strategic priorities. This shift changes what defence organizations, and the companies that serve them, look for in leadership, governance and partnerships.

Why Retail Boards Are Rethinking Leadership Capability

Wed, 01 Jul 2026 13:58:00 Z

Is your executive team built for today’s complexity or yesterday’s playbook?

For many years, retail executives operated within relatively predictable parameters, where success depended on scale, footprint and the disciplined optimization of a proven operating model.

Leadership teams expanded store networks, improved operational efficiency and protected margins through consistent execution, while Boards focused on growth, performance and operational excellence.

That model worked well – for a long time. Today, that environment has changed.

Beyond Expertise: The Rise of AI-Augmented Leadership in Professional Services

Fri, 05 Jun 2026 14:07:55 Z

“Why would I pay you for work done by AI?”

Gabriela Nguyen-Groza | Luxembourg

As a partner in a professional services firm, you’ll be familiar with the question. And it’s a fair one.

AI is not killing professional services – it is exposing a broken model.

AI now holds more technical knowledge than any individual. As a consultant, the value is no longer in what you know. It lies in how you frame problems, connect disciplines and exercise judgment under uncertainty. The real issue for firms is not AI adoption. It is an outmoded leadership model.

Manufacturing is becoming a technology sector. How could this affect your next career move?

Mon, 18 May 2026 07:18:40 Z

Sandy McKenzie | UK

Industrial leaders are relentlessly deploying AI to improve performance: 92% of leaders in the US alone say smart manufacturing (and AI) will be their main competitiveness driver.ⁱ A true growth engine, AI is embedded in a host of processes. It feeds predictive maintenance, supply‑chain optimization, and pricing. It is wired into customer segmentation and forecasting.

There are exciting implications for executive hiring.

Empowering the Future of Defense: Driving Leadership for a New Era

Thu, 16 Oct 2025 12:00:00 Z

Amid shifting geopolitical realities and record levels of defense investment, a new kind of leadership is in demand, one capable of steering innovation, resilience, and growth on a global scale.

Job Voorhoeve, Partner at Amrop’s Amsterdam office and a member of Amrop’s Global Defense and Global Digital Practices, draws on extensive international experience across Digital, Cloud, Artificial Intelligence, Agile Transformation, and Cybersecurity - spanning Europe, Asia, the US, the Middle East, and Africa.

“The defense sector is enormous, with significant investments flowing into it from both the military and government sides. Suppliers are benefiting from this influx, especially as there is increasing attention and high priority placed on enhancing NATO’s capabilities to meet agreed-upon standards,” says Voorhoeve. “Currently, around 5% of spending is allocated to this effort, and funding continues to flow into it accordingly.”

Governance For What’s Next 3: NED Hiring

Fri, 10 Oct 2025 12:00:00 Z

The ideal board is a well-built railroad running seamlessly into the future. In reality, gaps in the tracks are risking derailments. Too close to home, board succession planning is low on the priority list. The workload and risk exposure of the NED role are deterring some outstanding candidates.

And as overboarding persists, the safest hands may well be occupied elsewhere. Furthermore, the temptation to seek board members within a trusted network can backfire.

In this series, Amrop Partners and members of the Amrop Board Services Practice deliver insights from the frontlines of boardrooms. When hiring, how can boards balance fresh thinking with stability? Reassure wary candidates? Is it time to seek younger profiles or specialists? And what are the hiring no-no’s?

Governance For What’s Next 4: Future-Proof Evaluation

Fri, 10 Oct 2025 12:00:00 Z

No matter the size or structure of your organization, the case for board evaluation has never been stronger. In a turbulent environment, stakeholders and (activist) shareholders are demanding clarity on how boards are securing results. Box-ticking is no longer enough. And there is a move from one-off appraisals to an integrated, cyclical approach.

What are the basics of board evaluation, and what does excellence look like?

In this final article of our series: ‘Governance For What’s Next’, Amrop Partners and members of its Global Board Services Practice scan the current landscape of board evaluation and present a pragmatic model.

Smart Leadership Succession Planning – How to Get It Right

Thu, 09 Oct 2025 12:00:00 Z

Natalja Gudakovska, Amrop Latvia Partner

When the first fragile years are over and a certain level of stability is achieved, every company sooner or later faces another critical moment – a leadership transition.

In an environment where the pace only accelerates and expectations for leaders keep rising, even the most exceptional talents cannot serve and grow within one organisation forever. Therefore, a leadership change is not a question of if – it’s a question of when, and how to prepare the organisation in the best possible way for that moment.

Governance For What’s Next 2: Balancing Design

Mon, 28 Jul 2025 12:00:00 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?

Governance For What’s Next 1: The Great Reset

Thu, 24 Jul 2025 12:00:00 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 scrutinizing 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?

Family-owned Businesses - A Human Story: Part 5

Thu, 24 Jul 2025 12:00:00 Z

PART 5 - THE LEADERSHIP ADVISOR

Family-owned businesses share a common need: future-fit leadership. But during a firm’s lifecycle, owners will meet multiple forks in the road.¹ It is at these times that the need for objective wisdom becomes pressing. From advice on the leadership implications of succession, finance and ownership changes, to business transformations, growth and governance shifts.

In this article we identify 6 characteristics that FOBs should seek in a leadership advisor. We highlight 4 pitfalls that can undermine a leadership hire — and how to manage them.

This series is based on conversations with senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors. Our investigation includes growing and globalizing mid-sized FOBs (with a turnover in developed markets of minimum $1-10 billion, and in emerging markets of $250 million to $2 billion). Founders or descendants hold significant share capital and/or voting rights.²

Family-owned Businesses - A Human Story: Part 4

Fri, 18 Jul 2025 12:00:00 Z

Part 4 - WELCOME TO THE FAMILY

In ‘Welcome to the Family’, Amrop provides guidance for executives in their first few months in a family-owned business. We unpack the 4 critical stages in the joining process, and present 5 keys to driving strategy in an FOB.

We identify the core attitudes, behaviors and actions that will equip them for success in this special context - and why they are so necessary.

This series is based on the insights of senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors.

Family-owned Businesses - A Human Story: Part 2

Fri, 07 Mar 2025 12:00:00 Z

Amrop began its investigation of Family-Owned Businesses with a journey through the lifecycle of these fascinating firms, identifying the critical stages that shape many an FOB.

What kind of world will an executive step into upon joining a family-owned business? In this article, we look at culture — the force that drives FOBs.

Our series is based on conversations with senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors. Our investigation concerns growing and globalizing mid-sized FOBs (with a turnover in developed markets of minimum $1-10 billion, and in emerging markets of $250 million to $2 billion). Founders or descendants hold significant share capital and/or voting rights.¹

Join Carlsberg Baltics as HR Director Baltics – Shape the Future of People Strategy in a Leading FMCG Organization

Wed, 26 Feb 2025 07:06:07 Z

This is a unique opportunity to take a leading role in shaping the HR strategy and operations of the established leader in the FMCG industry.

Amrop client, Carlsberg Baltics – a subsidiary of the Carlsberg Group, a key player in the global beverage sector, with a combined turnover of about 200 million EUR in Baltics, is seeking a strategic and results-oriented HR Director Baltics to drive people strategy, cultural transformation, and organizational effectiveness across Latvia, Lithuania, and Estonia.

📧 Apply Now: Send your CV and a short motivation letter to Amrop at luize.liege@amrop.lv

📧 Application Deadline: 09.03.2025.

Join Our Amrop Latvia Team – Talent Sourcer with AI Proficiency Wanted!

Wed, 26 Feb 2025 07:06:07 Z

Amrop Latvia is part of a leading executive search and leadership consulting organization, within a network spanning over 50 countries. We specialize in identifying, assessing, and placing Leaders For What’s Next. We are committed to finding not just the right skills, but the right leaders who can shape the future of businesses worldwide.

We are seeking a Talent Sourcer with AI Proficiency to enhance our capabilities in sourcing and placing top talent using cutting-edge AI tools. This role is key to optimizing our recruitment strategies and ensuring we stay ahead in a dynamic and competitive market.

📧 Apply Now: Send your CV and a short motivation letter to Amrop at birojs@amrop.lv

📧 Application Deadline: 28.03.2025.

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

Thu, 06 Feb 2025 12:00:00 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 emphasizes the need for organizations 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

Family-owned Businesses - A Human Story: Part 1

Thu, 06 Feb 2025 12:00:00 Z

Part 1 - LIFECYCLE

Family-owned businesses (FOB’s) play a leading role on the global economic stage. Today they account for over 70% of GDP, with an annual turnover of $60-$70 trillion. They are responsible for about 60% of employment, supporting education, healthcare, and infrastructure. With an ability to out-ride turbulence, FOBs in general outperform other equivalents.1

At one point in their lifecycle the distinction between FOBs and other large businesses fades. But some unique factors linger. Above all, this is a human story. For our examination Amrop draws on the input of its senior Partners around the world, based on long track records of working with FOBs and trusted relationships with founders and successors.

This series provides first-hand observations of the core challenges, pitfalls and strengths of FOBs, with insights and recommendations for firms and incoming executives. We’ll see that whilst every case is unique, certain traits and experiences are shared by many. We’ll learn how key factors play out in the leadership domain.

Family-owned Businesses - A Human Story: Part 3

Thu, 06 Feb 2025 12:00:00 Z

Finding the Leaders For What's Next

We continue our investigation into the world of the family-owned business by unpacking the executive hiring process. Some pitfalls can compromise a lasting fit. Fortunately, with honesty, foresight and understanding they can be overcome. And the employee value proposition for an FOB is in no doubt.

Our series is based on conversations with senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors. We address growing and globalizing mid-sized FOBs (with a turnover in developed markets of minimum $1-10 billion, and in emerging markets of $250 million to $2 billion). Founders or descendants hold significant share capital and/or voting rights.¹

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

Thu, 06 Feb 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.

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

Thu, 06 Feb 2025 12:00:00 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?

Exciting Leadership Opportunities with Our Client ASNS Ingredient

Fri, 31 Jan 2025 13:45:00 Z

On behalf of our client, ASNS Ingredient, we are seeking dynamic and experienced leaders to join their executive team.

ASNS Ingredient is at the forefront of innovation in food production and smart nutrition, aiming to redefine sustainability in the industry.

Explore the opportunities for Board Member – Chief Financial Officer and Board Member – Director of Operational Management and become part of their groundbreaking journey.

📧 Apply now: Send your CV and a short motivation letter to Amrop at luize.liege@amrop.lv

Application deadline: 09.02.2025.