Our consultants are also partners. This means that we assume full corporate responsibility for each assignment. We therefore have a strong personal interest in ensuring long-term and successful consulting for our clients and candidates of a quality that is above average at all times.
We only take on assignments if, following a detailed briefing, we have no doubt of our ability to present suitable candidates from a personal, professional and management-related perspective within a short period of time.
We carry out every search personally from briefing to conclusion and do not deploy any juniors. We address potential candidates as the extended arm of our clients respectfully and at eye level at all times. The interviews are also conducted exclusively by the partners.
A detailed personal briefing with the client forms the basis of every search. Successful recruitment is only possible with a profound understanding of the position and the company with its culture and values. We are uncompromisingly committed to this principle from conviction and experience.
In which industry and at which target companies can we find the management personalities to create added value for our clients today and tomorrow? In order to achieve a diversified selection at the end of the process, it is important to think outside the box and also to take into account candidates from industries that facilitate the transfer of expertise.
A central success component of every search is the methodical evaluation of the companies contained in the list of target companies. Apart from the publicly accessible platforms, we also make use of the extensive personal contacts of our consultants, our proprietary database and in special cases highly specialized contract researchers to identify and pick out potential candidates at the target companies. By contacting industry experts, we also expand the search to further target companies that we consider to be promising.
Outstanding personalities have a choice of options. As the extended arm of our clients, it is our job to arouse the interest of target candidates for the position and to gain them for the company.
Already at the start of the process we review references and obtain initial information to enable a good assessment of the candidates' previous success and their personality. The structured interview and specific online tests form the basis for a thorough and extensive assessment of the candidates with regard to the professional and personal requirements specified in the job description as well as to their potential.
We consider it extremely important that the management executives found with our support should perform well in their new role and meet our clients' expectations. We therefore also closely support the integration of the management executives and seek the contact with both clients and candidates at regular intervals.
Based on the original industry expertise of the consultants and supplemented by the specific sector knowledge of our knowledge partners, we are able to provide most industries with professional and proactive advice.
Lower revenues, additional requirements, new competitors and the technological constraints of legacy systems are posing an enormous challenge to financial services providers and are fundamentally redefining the competition parameters. Above all, the FinTech scene serves to illustrate to traditional market players which elements of added value can be offered in an isolated, simplified and therefore more profitable manner, and which services including disruptive technologies are able to do entirely without intermediaries. Regaining the trust of society, clients and employees remains a key priority for the major global companies in particular. Process digitization and automation and the intelligent use of existing and future data to create new and innovative solutions will help to generate added value.
The digitized economy rewards companies that are able to respond quickly and precisely to new requirements. Apart from a 'two-speed ICT' on the client side, this means robust operation and increasing excellence in the fields of cyber security, data management, service and asset management, and in the development of an architecture that supports a 'mobile first approach'. On the side of the ICT providers, there is an increasing trend toward more software and toward services that are offered on-demand and location-neutral. Powerful platforms and specific eco-systems facilitate economies of scale, but also increasingly create dependencies.
Apart from strengthening the client relationship and developing new business and revenue models, the use of new technologies and platforms is the greatest challenge faced by the media sector. The launch of new media offerings and a consistent positioning of the media brand across all channels are among the industry's success factors, together with efficient production.
The industrial business systems are being further globalized, and enhancing efficiency and effectiveness remains a major priority. A very volatile economic environment offers opportunities for agile market players, but also calls for adjustments to ensure more robustness in the event of market turbulences. The digitization of processes, coupled with further automation and an intelligent combination of value streams, remains challenging and costly, but is essential for increasing productivity, flexibility and agility in response to the increasing competition and client requirements.
Innovation pressure, immense development costs, swift time-to-market, price pressure from generic drugs, expiring patent rights and stricter regulatory requirements are posing a greater challenge than ever to the life sciences sector. Technological advances, consolidations and global competition offer prudent players opportunities and economies of scale.
The services sector is shaped by companies in the areas of transport and logistics, aviation, tourism, business services and professional services. The individual sectors are subject to varying intensity of competition. The pressure for increased flexibility and comprehensive availability are common challenges. The service interchangeability and challenging market conditions result in low margins and the need for strict cost management as well as in a high level of pressure to consolidate and innovate.
Thanks to over 30 years in the business and our international network, we have a wealth of international recruitment experience in practically all corporate functions and in the BoD, CEO and Executive Board functions.
The strategic navigation through the fourth industrial revolution calls for a profound understanding of its consequences and sound knowledge of the relevant technological and social catalysts. "Looking ahead rather than looking back" is the order of the day. It is necessary in times of less planning security to find a way of looking over the garden fence in good time and preferably more quickly than the competition. Apart from the traditional and standard topics, experience in information technology, new industry-specific technologies, the testing of new client experiences, dealing with exponential organizations as well as long-term experience in the use of social media and multi-channel strategies will be required for the Boards of Directors of the future.
It is necessary to find a balance between robust current results and future growth. An increasingly challenging multi-stakeholder conflict area and more volatile business and revenue models are calling for more agile structures and a higher rate of innovation. In the knowledge economy, the CEO is increasingly turning into the architect and designer of the company, who releases the talents' collective knowledge, creativity, experience and energy and enables them to be put to productive use. This transformation calls for CEOs with modesty, authenticity and predictability.
An agile ICT is more decisive than ever for the timely creation of new and innovative market services. The CIO needs to create a balance between robust operation and the development of a swift, scalable and cost-efficient platform for the creation of new applications and apps with increasingly cognitive services. Balanced sourcing, the availability of analytical systems, the development of hybrid architectures and the protection of company values by means of a cyber security system are among the key tasks of the Chief Information Officer. The need for sound business literacy is greater than ever – and based on this, the ability to build bridges between the units and act as the sparring partner of the CEO.
As an information broker, the CFO must ensure transparency and make accurate predictions. He will deliver more added value by shaping the future than by analyzing the past. Ongoing globalization, unforeseeable major turbulences on the capital markets, interest capers and more volatile exchange rates, rapid technological change and new, non-classical risks, tightened regulatory requirements and obsolete valuation models pose a challenge for the CFO. Financial efficiency and the level of service as well as protecting and safeguarding the company's assets and reputation by means of well-functioning internal controls remain priorities. The CFO of tomorrow will be characterized by his/her active contribution to the company's strategic orientation and to safeguarding strategy efficiency by means of operationalized performance and financial management.
The effective management of people in a company needs to change fundamentally and disengage itself from tactical HR work. Topics such as employer branding are playing an increasingly significant role in attracting the best talent. The targeted collection, enhancement and sharing of knowledge in a company will gain importance in the same way as demographic changes, inclusion and changed expectations in terms of working models. Companies are able to create the desired identity and generate valuable commitment by means of supporting values and cultural elements that are actively upheld. HRM is predestined to become the catalyst of the transformation process toward forms of work and organization with more impact orientation that increasingly focus attention on people again.
Sales and marketing are the main winners of the technological revolution. Never before has there been more precise client information available in such large quantities for those capable of making use of it. The trend is moving from real-time to right-time marketing, with a positive client experience remaining the basis. Analytics and cognitive services support and substantiate the value promise and the harmonization of the distribution channels, while further individualized contents and offers enrich the information and buying experience. New job profiles such as data scientists, user experience experts and marketing technologies will enrich the sales and marketing organizations. CMOs need to become champions of a profound understanding of client desires, having the gift of materializing these by means of new value promises and/or new business models.
New topics such as data protection and ensuring data security, safeguarding an individual's privacy and the protection of intangible assets are continuing to gain importance in the portfolio of legal departments. The increasingly decentralized provision of services with the support of external eco-systems not only raises new questions concerning liability and tax law, but also with regard to licensing rights. A liability management geared to the characteristics of networked systems will therefore be indispensable in the future.
As generalists we have successfully recruited management executives to various sectors and functions over the past 30 years. Here you will find some selected examples:
In the spring of 2016 we carried out a detailed study of the effects of digitization on the leadership, culture and organization of companies and on the skills of employees.
On the occasion of a round-table discussion we asked a group of proven specialists from management and academia to verify the results. The Results and the Food for Thought derived from these for boards of directors and executive board members are available to you free of charge.
Due to our having performed various assignments with an explicitly digital requirements profile, we are a preferred search partner for clients from different sectors when they look for management executives and specialists who will make a difference in the digitized economy.
'Presented with a challenging brief and the need for immediately available candidates, Roman and his team listened carefully to what we were looking for, gave excellent advice and responded incredibly well. Their structured approach, transparency of candidate assessments against the brief and keeping us informed of progress was exactly what we were looking for. Highly recommended.'
Chief Financial Officer
'The cooperation with Roy C. Hitchman AG proved successful for AMAG on several occasions because we were able to gain the best candidates for positions that were very difficult to fill. Sandro Rüegger impressed us with a tailor-made selection of candidates, a strong commitment to service and top quality. He thereby greatly reduced our recruitment expenses.'
Director of Group Marketing, Member of the Group Management
AMAG Automobil- und Motoren AG
'I came to know and appreciate Claudia Nussberger as a committed consultant and critical supporter during various recruitment processes at management and board level for companies and a foundation. Claudia Nussberger has broad knowledge and access to a network of potential candidates, about whom she has sound in-depth knowledge. Her ability to quickly comprehend the requirements of an organization makes her an extremely valuable partner in the clarification of profiles and evaluation of candidates. I have found the processes with her to be expedient and effective.'
'Roman Huber has repeatedly succeeded in swiftly presenting excellent candidates in challenging situations. The management executives ultimately selected quickly learned the ropes and created added value. The success is based on a shared understanding of the desired profiles and a high standard of professional quality.'
Rainer W. Fröhlich
Constellation Capital AG
'If you judge the quality of a headhunter according to how quickly and efficiently he is able to present a selection of outstanding candidates, Roy Hitchman is one of the very best.'
Dr. Rudolf W. Fischer
Member of the Executive Committee of the Board of Directors, Former Executive Vice President Human Resources
Schindler Management AG
'Claudia Nussberger is a competent consultant who knows her stuff and has an excellent network. You can quickly tell that her own management background is very beneficial to executive search. Her candidate proposals are tailored to the vacant position and the expectations. She has a very good style of communication with both the candidates and her clients. It's fun working with her, particularly because she is also a person with whom you can challenge issues critically.'
Former CIO; Member of the Extended Board & Cyber Security Steering Board
'Friendly, crystal-clear communication, very efficient processing and preliminary evaluation of candidates, target-oriented and extremely dedicated down to the last detail – this is how I would briefly describe the highly professional collaboration with Sandro Rüegger. Our effort was reduced to the absolute minimum, and Sandro Rüegger also remained in contact with us after the successful contract conclusion with a candidate. Even the rejected candidates were very taken by the professionalism of the procedure, which makes the choice of a headhunter for any future assignment clear.'
Executive Board, Hotelleriesuisse
'Roman Huber convinced us with his industry know-how and accurate identification of candidates based on the high requirements of the profile on the part of BMC. This reduced BMC's effort and expense for the selection process to a minimum.'
Former Country Manager Switzerland
'The successful collaboration with Roman Huber is based on a continuous dialog that has enabled a firm bond of trust and a shared understanding of the qualities of management executives to develop and grow. I am impressed by the systematic and purposeful work approach that Roman Huber supplements with a large portion of personal commitment. Thus we were able to find a significant number of extremely promising candidates within a short space of time, even if the assignments were very challenging.'
Former Managing Director
'The search for a new managing director for an association is always difficult. Apart from the usual requirements concerning the management skills and personality strengths of the candidates, the varying individual interests of the association members must also be taken into account. This calls for a conscientious search process. Roy C. Hitchman managed this process with prudence, perseverance and great skill. And we could always tell that he was also anxious to find the best candidate, even if this entailed considerable extra effort.'
Former Chairman of the Board of Directors
WEMF AG für Werbemedienforschung
We generally work with fixed fees. The amount of our fee depends on the time we expect to take for consultation, on the complexity and internationality of the search, and on the importance of the position.
As our fee is fixed in advance and not defined as a percentage of the salary, there is never any incentive for us to recommend candidates with higher salary expectations, or to exclude potential internal candidates of the client.
Should a candidate recruited through us leave the company within a year for reasons that are demonstrably due to his or her lack of professional qualifications, we undertake to find a replacement without charging any further fee. We will merely invoice a lump sum for expenses.
Should it not be possible to complete a search project within the specified period of time, we will continue our efforts unabated without requiring any additional fee until the position has been successfully filled for the client.
Off-limits: It is a key element of our business policy that we do not actively approach any employees of our clients regarding positions with other clients. This rule applies to the business unit that we are advising. It applies for as long as a business relationship exists, but at least for two years.