News & Insights

Japan: Do Millennials Have a Place on Boards?

Fri, 03 Apr 2026 11:54:53 Z

The answer is yes – under certain conditions. Japan offers an interesting lens on this question.

A typical board member is at least 50 years old. Boards are missing a vital opportunity: younger executives that have at least 10 years of solid business experience behind them. Consider AI. Most boards are aware of its amplitude - and their own limits. We have a golden opportunity to open minds to age diversity: “This candidate is 43, and strong in AI. Why don’t you consider her for your board?”

Every year, we conduct up to 200 board searches for Japanese multinationals. In about half of cases I personally lead, I propose younger candidates. To date, only a handful have passed the finish line. But they are increasingly selected for interviews. Change is underway.

A Broader Vision of Diversity: A conversation with Natasha Friis Saxberg, Danish ICT Industry Association

Fri, 03 Apr 2026 08:32:17 Z

A seasoned technologist shaping Danish ICT, Natasha Friis Saxberg has spent nearly three decades in technology - from hands-on network engineering to founding SaaS startups, from corporate ventures and helping companies enter the US market, to her role as Vice Chair of the Danish Quantum Community. She brings uncommon technical depth and entrepreneurial experience to industry leadership. She heads an association that represents more than 800 companies and 117,000 employees across ICT, telecom and related sectors, and has been repeatedly recognized among Europe’s most influential women in tech.

In conversation with Amrop's Kristine Cholewa, she shares her views on everything from server rooms to strategic influence.

Coaching and Mentoring: Vital Avenues for Sustainable CEO Performance

Thu, 02 Apr 2026 07:14:37 Z

Too many top leaders are missing out.

Unequivocal, discreet and skilled support. Honest input. Self-awareness. This is why coaching and mentoring are so vital for top leaders. Both should provide a safe, neutral, and confidential space for a CEO to open up and gain counsel. Both require non-judgement and empathy. Yet many organizations fail to provide this life support. They’re missing a significant opportunity, say Amrop Partners.

Read our report: The CEO Struggle - Part 3: Sustaining the Leader.

The CEO Struggle - Part 3: Sustaining the Leader

Mon, 30 Mar 2026 10:36:10 Z

It’s early evening, and a CFO takes a call. A headhunter has a tempting proposition: a multinational on an M&A drive is seeking a new CEO. Can she talk? The toplines sound great. A prestigious position in an outstanding organization. It's a natural step up. An intriguing challenge.

All these factors matter to an incoming CEO. But they are not enough. The organizational setting will be critical: from the board and C-suite team, to the firm’s higher purpose. So, too, the top executive’s access to a peer entourage, her attitudes, purpose and self-care.

“Usually, these factors are not considered enough,” says Fredy Hausammann, Managing Partner of Amrop in Switzerland. “If you have a legacy executive team and a non-executive board which aren’t ideally configured, you’ll have trouble.” In essence: “If the setting is right, you don't have to worry about the rest.”

When the pressure is on, how can a CEO stay resilient?

Cybersecurity doesn’t just protect value - It creates it

Fri, 27 Mar 2026 11:29:05 Z

Job Voorhoeve | Netherlands

Is your CISO the right player, in the right place?

Enterprise risk. Regulatory compliance. Reputation. Long-term value. Cybersecurity touches all four board imperatives. No longer just a matter of technical protection, it concerns sustainable performance and strategic resilience.

Sustainability and Change Management: A Conversation with Yulia Riakhovskaia, Metinvest

Wed, 25 Mar 2026 16:47:16 Z

"Sustainability is only achieved through behavioral change."

Change management has moved from the sidelines to the center of executive leadership. In a joint report by Amrop Ukraine and the ACMP (Association of Change Management Professionals) Ukraine Chapter, senior leaders are unequivocal: it is a core executive capability that drives value creation, mitigates risk, and belongs firmly on the board agenda.

In a conversation with Amrop's Angela Poddubna, Yulia Riakhovskaia, Business Support and International HR Director at Metinvest, brings these insights into sharp focus. Drawing on real-world experience, she shares how change management shapes decisions, accelerates careers, and ultimately determines whether large-scale transformations succeed - or fail.

Life Science Catalysts: Steering Romania’s Health Innovation

Tue, 24 Mar 2026 16:20:04 Z

Magda Clipaciuc - Romania

Romania’s life sciences sector has undergone a profound transformation over the past two decades, evolving from a market once dominated by multinational pharmaceutical companies into a far more diverse and dynamic ecosystem. As Magda Clipaciuc observes from more than two decades of work in executive search and leadership advisory, early market development was largely driven by expatriate-led leadership teams focused on building local capability and professionalizing operations. Those foundations helped establish stronger governance, ethics and talent practices that continue to shape the sector today.

Are you ready for the next era of shipping?

Wed, 18 Mar 2026 10:30:56 Z

Christian Reich | Denmark

A global ecosystem adds new perspectives – if you know where to look.

Shipping is entering the most complex decade in its modern history. An interplay of digitization, decarbonization and geopolitics is reshaping strategic decisions. Complementary perspectives are needed at board and C-suite levels, says Christian Reich, leader of Amrop’s Global Shipping Practice.

Norway’s Tech Scene: Rooted in Legacy, Accelerating to What's Next

Wed, 18 Mar 2026 10:05:16 Z

Norway’s technology ecosystem is distinct: it grows out of five decades of advanced industrial development, not from a Silicon Valley-style consumer tech startup culture. According to Jan S. Øinæs, Managing Partner of Amrop Norway, that legacy - world-class offshore engineering, responsible oil & gas operations, maritime excellence and well-capitalized public and private investors - continues to shape how technology is adopted, who builds it and where executive talent is placed.

The country’s wealth and industrial foundation created a dense cluster of specialist firms serving offshore exploration and production. Over decades, Norwegian companies built advanced capabilities in subsea operations, offshore infrastructure and complex maritime environments.

As oil and gas production gradually declines, that competence is not disappearing - it is being redeployed.

The Turkish Retail Paradox

Tue, 17 Mar 2026 16:12:05 Z

Why the Private Label "Boom" Never Really Happened (But Everything Else Did)

For decades, the Turkish retail landscape was a fortress: global giants like Unilever, P&G, and Nestlé invested heavily in the market, forging a consumer mindset where brands weren't just products, they were badges of status and quality. For the Turkish ev hanımı (housewife), a brand was the ultimate shield against uncertainty.

The current era of economic volatility could lead one to expect a simple narrative: "Inflation is high, so private labels must be winning." But according to İrem Yüksel, Managing Partner at Amrop Türkiye & CIS and a member of Amrop’s Global Consumer & Retail Practice, the reality is much more nuanced. Moderating a recent roundtable with top CEOs in the Turkish consumer and retail sector, she concludes that the Turkish consumer isn't just buying "cheaper"; they are playing a complex game of status, survival, and emotional indulgence.

Hyper-personalization in Retail: Strategy vs Morality

Thu, 12 Mar 2026 13:58:49 Z

Oana Ciornei - Romania

Hyper-personalization is shaping the future of retail - fast. Consider Sephora: through AI-driven skin diagnostics, tailored product recommendations, loyalty data integration, and seamless online-offline journeys, the brand has transformed personalization into a core competitive advantage. Beauty is no longer just about product; it is about curated experience.

And it is not just a technical question – but a strategic and moral one.

AI: The Case for Natural Intelligence

Tue, 10 Mar 2026 16:33:05 Z

Why People, Not AI, Must Stay at the Center of Our Economy

Benoit Lison - Belgium | Ulrich Beckendorff - Germany

Everywhere you look, AI is hailed as the next great revolution. Yet when we cut through the excitement and look closely at what expert institutions actually report, the picture that emerges is far less glamorous - and far more sobering.

Data harmonization and integrated intelligence: Is your culture up to it?

Sun, 08 Mar 2026 20:56:16 Z

Hugo Martins - Portugal

One team. Borderless collaboration. Professional services firms are keen on these reassuring declarations. But the way data is shared may tell a different story. One that is more about protectionism than partnership.

In reality, many partnerships still run along multiple side alleys, rather than a single track. The transition from siloed data to unified, intelligence-driven operating models is complex for any business. For professional services firms, it may herald an existential crisis.

The transition doesn’t just rest on technical platforms or operations. It’s a cultural concern.

At the Center of Change: Three Decades of Digital in Poland

Wed, 04 Mar 2026 16:44:38 Z

Before founding dk Executive Search (now Amrop dk), Dorota Kolecka had watched Poland move from a planned economy to a functioning market system. It was already evident that the companies best positioned to grow were those investing seriously in leadership from the outset. In those early days, recruitment in Poland was demanding work, in a market that had spent four decades under a system where talent was assigned rather than recruited - but it offered a clear vantage point on what was coming.

What she could not fully anticipate was how quickly technology would become central to that growth story. In just three decades, Poland underwent one of the more significant industrial shifts in contemporary Europe - and she had the privilege of observing much of it firsthand.

Stress-testing the CEO: Why a polished CV is no longer enough

Wed, 04 Mar 2026 12:15:58 Z

Some characteristics remain fundamental to today’s CEO, says Fredy Hausammann, Managing Partner of Amrop in Switzerland. Communication skills. Strategic ability. And cognitive and creative intelligence, "are amongst the most validated success factors.”

Meanwhile, the need for other qualities is evolving. Naohiro “Nakki” Furuta is the Managing Partner of Amrop Jomon in Japan. He places less value today on overt charisma and power. “The current CEO needs more moderation, objectivity, an ability to stay calm.” And empathy is just as important.

Read our report: The CEO Struggle - Part 2: The Quest For Resilience

From Labs to Leadership: Italy’s Life Sciences Evolution

Mon, 02 Mar 2026 16:48:51 Z

The Italian life sciences and medtech sector is a growing, highly R&D‑intensive industry, facing strong global competition and tightly regulated European compliance requirements. Technology, data and AI (especially for R&D and personalized medicine) are driving cross‑functional collaboration, demanding leaders with digital literacy, agility and strong ethical, patient‑centric judgment.

Expectations of senior talent profiles are expanding too: lifecycle knowledge, market‑access and regulatory experience is prioritized, as is cultural fit, and soft skills for leading complex, multi‑stakeholder teams.

Antonio Pellerano is President and Managing Partner of Amrop Italy and a member of Amrop's global Life Science Practice. He has expertise across the full spectrum of Life Sciences companies, including established and start-up pharmaceutical, biotech and medical device organizations.

The CEO Struggle - Part 2: The Quest For Resilience

Mon, 02 Mar 2026 10:49:27 Z

Every year, the media pounces upon a new cluster of high profile CEO exits. 2025 was no exception. It saw the resignations of X CEO Linda Yaccarino, Novo Nordisk CEO Lars Fruergaard Jørgensen, and the oustings of Kroger CEO Rodney McMullen and Kohl's CEO Ashley Buchanen.

Resilience has never mattered more for the CEO. Some characteristics remain fundamental, says Fredy Hausammann, Managing Partner of Amrop in Switzerland. Communication skills. Strategic ability. And cognitive and creative intelligence, "are amongst the most validated success factors.” Meanwhile, the need for other qualities is evolving. Naohiro “Nakki” Furuta is the Managing Partner of Amrop Jomon in Japan. He places less value today on overt charisma and power. “The current CEO needs more moderation, objectivity, ability to stay calm.”

The mountain top is bleak and exposed. How can it be made more habitable and fulfilling? A room from which CEOs can even occasionally enjoy the view?

First Time NEDs: Nervousness is Healthy

Fri, 27 Feb 2026 13:06:38 Z

Elin Wrammerfors - Sweden

Here’s why, and what to do about it.

Geopolitical shocks, ESG pressure and cyber threats are complicating today’s risk landscape. Shareholder scrutiny and ESG reporting are increasing the visibility of board decisions. NED candidates are worried about personal liability. But the real risks for NEDs come from weak governance, passive boards, and groupthink.

There is good news. As an independent board member, you don’t bear the burden alone. Nor are you judged on clairvoyance. What matters are proper oversight, independent judgment, and robust decisionmaking processes. How you reached a decision is almost more critical than the decision itself - following every step correctly, serving the company’s best interests.

Amrop Welcomes New Partners & Consultants in EMEA and Latam

Thu, 26 Feb 2026 16:05:11 Z

Amrop is pleased to announce the addition of new Partners and Consultants across Poland, Germany, Spain, and the Dominican Republic, enhancing our international footprint in executive search and leadership advisory.

These appointments reflect our ongoing commitment to connecting exceptional leadership talent with organizations navigating change and growth in a dynamic global environment.

With deep experience spanning senior executive search and board advisory, our new colleagues bring valuable insight and perspective - strengthening our ability to support clients in building resilient leadership teams and achieving sustainable success worldwide.

From Pipes to Platforms: Leading Telecom’s Shift at Mobile World Congress

Thu, 26 Feb 2026 15:41:20 Z

As Mobile World Congress 2026 rapidly approaches, Job Voorhoeve, Partner at Amrop the Netherlands and Leader of Amrop’s Global Digital Practice, sees the industry at a pivotal inflection point. Connectivity has become a commoditized foundation rather than a standalone premium, prompting operators and investors to question whether growth can be sustained on connectivity alone or requires a decisive move up the stack into services, platforms and ecosystems that capture higher‑margin value.

Amrop at Enforce Tac 2026

Thu, 26 Feb 2026 07:29:02 Z

Networked Security: Interoperability, Industrial Resilience, and Leadership Needs

Members of Amrop Global Defense Practice attended Enforce Tac 2026 in Nuremberg - one of Europe’s most "signal rich" meeting points for security & defense.

The 2026 edition ran under the theme “Networked Security,” explicitly linking internal and external security, and was staged as a restricted access forum for decision-makers. The 2026 show extended across seven halls and 60,000+ m² and featured well over 1,000 exhibitors.

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

Tue, 24 Feb 2026 12:33:27 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.”

Leadership Lens: Capital re-allocation as a leadership capability

Fri, 20 Feb 2026 11:56:58 Z

Aiga Arste-Avotina - Baltics

Watchwords will be credibility, systems thinking, and talent at industry intersections.

Despite strong crosswinds, Energy and Infrastructure players are pursuing their quest for clean energy. Certainly, fossil fuels still dominate – for now. But the resources that will shape the future are steadily being diverted. As of early 2026, for every $1 invested in fossil fuels, close to $2 is being funneled into clean power, grids, and storage.

The transition is unfolding under heightened concerns about geopolitical volatility, energy security and affordability. Even if capital is dynamic, its deployment is hampered by grid bottlenecks, permit delays, skilled labor shortages and supply-chain constraints. And investors are more interested in delivery discipline than ambition alone.

From Discreet to Decisive: Europe’s Defense Shift

Thu, 19 Feb 2026 08:47:34 Z

The right people are key

Europe, and especially Germany, is undergoing a structural transformation in defense spending, policy, and public perception.

For decades, defense operated with limited visibility and modest budgets. That era is over. Geopolitical instability has triggered sustained, politically supported investment.

What was once discreet is now strategic, public, and urgent. For international defense companies, Germany has become a priority market. But success requires more than capital and technology.

It demands organizational readiness, leadership credibility, and the right talent architecture from day one.

When Global Experience Comes Home: Interview with Andreea Bulisache, Stratified Advisory

Tue, 17 Feb 2026 13:50:48 Z

A growing number of senior leaders are redefining how global expertise engages with emerging and transition markets. Rather than returning in a traditional sense, these executives remain actively embedded in international ecosystems across technology, capital, and governance, while contributing selectively where their experience can generate disproportionate strategic value.

In this interview series, Oana Ciornei, Managing Partner at Amrop Romania and Amrop Board Member, speaks with internationally active leaders whose careers have been shaped across continents, sectors, and institutional environments. These conversations explore how operating at scale across diverse regulatory regimes, cultures, and market dynamics reshapes leadership judgment, decision-making, and long-term accountability.