The agri-food sector is undergoing a significant transformation, driven by technological innovation, sustainability, and changing consumer habits. In this dynamic context, executive and managerial profiles must evolve to effectively lead companies toward success.
Emerging Trends and Leadership Implications
Events such as TUTTOFOOD Milan 2025 have highlighted the importance of key themes like sustainability, innovation, and internationalization. In particular, it became clear that growth depends on highly innovative products, more sustainable processes, and expansion into increasingly competitive international markets.
These trends directly influence the skills required of those who lead companies.
Key Competencies for Leaders in the Sector
1. Systemic Thinking and a Sustainability Mindset Integrating sustainable practices into business strategies is crucial. Leaders must be able to assess environmental, social, and regulatory impacts and translate them into actionable decisions.
2. Ability to Drive Innovation Fostering the adoption of digital technologies, promoting cross-functional teams, and leveraging pilot projects are essential competencies to remain competitive.
3. Intercultural Leadership and International Expansion With exports serving as a primary driver of growth, managerial leadership must be capable of operating in multicultural environments and managing global supply chains.
4. Agile Management and Data-Driven Thinking Using data for demand forecasting, inventory management, and predictive marketing is now essential. Soft skills such as adaptability and critical thinking complement a strong data-driven culture.
5. Employer Branding and Talent Development Attracting and retaining talent requires the ability to create inclusive, appealing work environments while maximizing the potential of internal teams.
The Role of the Head Hunter in This New Landscape
In this evolving scenario, the role of the head hunter is key to identifying and attracting talent with the necessary strategic competencies. Our mission is to support companies in selecting leaders capable of driving innovation, promoting sustainability, and successfully navigating global market challenges.
Since, as mentioned, the food & beverage sector is constantly evolving, companies must adapt quickly to remain competitive. Identifying and integrating the right skills will be crucial to addressing future challenges and seizing the opportunities offered by the market.
Digital Transformation at the Top: Why Companies Need Leaders Fluent in AI and Innovation
Digital transformation is reshaping every sector of the global economy. While technology continues to evolve at extraordinary speed, meaningful transformation still depends on people. More specifically, it depends on leaders who can connect strategy with innovation and guide organizations toward new ways of working. AI is no longer a technical consideration but a fundamental leadership capability. Artificial intelligence, automation, and data analytics are redefining how companies operate and compete. For most organizations, the challenge is no longer whether to adopt these technologies but how to embed them into decision making and long-term growth. This requires executives who are open to change and confident in navigating it. Leaders fluent in AI and innovation are becoming essential.
Why Digital Transformation Fails Without Leadership Buy-In
Many digital initiatives fail because they begin at the operational level without full alignment at the top. When executives see digitalization as a technical upgrade rather than a strategic evolution, progress becomes fragmented. Teams may introduce new tools or systems, yet the broader cultural and organizational shifts do not follow. Successful organizations take a different approach. They view digital transformation as a collective effort that depends on clarity of vision and the ability to bring people together. Leaders play a central role in explaining why change is needed, setting priorities, and supporting teams as they learn and adapt. Their involvement provides direction through uncertainty and helps build the trust required for innovation to take root.
The Business Risk of Executives Without Digital Expertise
As markets shift and new technologies accelerate, the cost of appointing leaders who lack digital fluency continues to rise. Executives are expected to interpret complex data, evaluate AI-driven insights, and make decisions in an environment where conditions change quickly. Without these capabilities, organizations struggle to respond effectively or anticipate what comes next. Business performance is not the only area affected. Companies without digitally aware leadership often face challenges in talent retention, resource allocation, and cross-functional collaboration. Opportunities to innovate are missed. Growth initiatives lose momentum. In response, many organizations are placing greater emphasis on AI executive hiring to ensure their leadership teams can transform emerging technologies into strategic advantage.
How Consea Identifies Leaders with Proven Innovation Credentials
At Consea Group, we understand that digital transformation requires leadership that is both visionary and practical. Our executive search and leadership consulting practices are designed to help clients identify professionals who can translate new technologies into meaningful business value. Our approach looks beyond technical experience. We focus on the qualities that support innovation and sustainable change. This includes the ability to set a clear direction, encourage collaboration, and create an environment where teams feel empowered to experiment and learn. We also evaluate how leaders approach uncertainty and how they guide others through periods of transition. By combining industry knowledge with behavioral insight, we help organizations identify leaders who bring integrity, adaptability, and a long-term mindset to digital transformation.
Securing Future-Ready Leadership
The organizations that thrive in the years ahead will be those led by individuals who are prepared for the future and understand that innovation is not a separate initiative but an essential part of business strategy. These leaders recognize that AI and data are reshaping every dimension of organizational performance and that the role of leadership is to create the conditions for progress. As transformation accelerates, the need for executives who are digitally fluent, strategic, and deeply people-focused will continue to grow. Consea Group partners with organizations worldwide to identify and develop the leaders who will shape the future of digital transformation.
Speak with our consultants to explore how Consea Group can help you identify leaders who are ready to guide your digital transformation journey.
Our office is getting bigger: new opening in Singapore
Consea Group, one of the leading executive search and HR consulting firms in the world, is proud to announce the opening of its new office in Singapore in June 2023. With the opening of the new office, Consea Group aims to expand its reach in the Asia-Pacific region and better serve its clients. The new office in Singapore will be the seventh branch at international level, joining its offices in Shanghai, Krakow, Sao Paolo, Mexico City, Chicago, and New York. Consea Group is dedicated at providing its clients with the highest quality executive search services, and the new office in Singapore will be no exception. With almost 20 years of experience in Asia thanks to the Shanghai office, Consea decided to follow the trend of senior managers, executives, entrepreneurs, and investors to conduct business in the Asian countries to consolidate and diversify its presence in the region, while maintaining a strong interested and attention to China. Due to her strong experience and knowledge of the Asian Market, the Consea’ Singapore office, already operational for a few weeks, will be managed by Gaia Ceccatelli, in Consea since 2019, as General Manager APAC. With an overall bullish hiring market in Singapore, there was a strong appetite to hire from almost every sector for a wide range of roles, with the highest demand being for executive and mid-management (5-12 years of experience) level professionals. A notable change was the increase of regional roles based in Singapore; with the country gradually becoming the APAC hub of choice for more multinational companies. This competitive recruitment landscape came as the economy fully opened up post-COVID-19, and companies would like to meet their growing demand to hire. Despite candidates showing greater willingness to move roles, it remained a candidate-short (and driven) market for the last months. The HR market is still a big challenge! Consea Group’s CEO, Chiara Altomonte, made the following statement about the company’s expansion into Singapore: “We are very excited to be expanding our presence in the Asia-Pacific region and to be able to offer our clients the same high-quality executive search services that we are known for. We are confident that the opening of our Singapore office will help us better serve our clients and help them finding the best candidates to fulfil their open positions.” We have many initiatives in the pipeline, follow us on LinkedIn so you don’t miss all the updates and projects we are developing! Authors: Chiara Altomonte – General Manager and Head of the Fashion & Retail division
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them. Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview. Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused. Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position. Example how Consea has helped candidates navigate Imposter Syndrome During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy. As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested. In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful. This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process. Author: Julia Galloway, Human Resources Business Partner
Employer Branding: The Art of Attracting the Best Talent
As we have already seen in the article "Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations", in Mexico, it is increasingly difficult for companies to attract and retain the right talent. Therefore, you hear a lot about the Employer Branding concept, which consists on communicating the mission, values and culture of an organization to build their reputation and an attractive differentiation for their talent market.
Companies that foster a good reputation and outstanding workplace culture can attract and retain the most valuable talent, ultimately allowing them to be more competitive in the continuously changing world of work. One of the most recognized global authorities in this field is Great Place to Work.
Some of the companies with multinational talent in Mexico earning of the title of "Great Place To Work 2023" have been: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza, and BASF (Puebla site).
It is no coincidence that the most successful companies in the recent decades are the ones delivering the "best practices" in Employer Branding: Google is widely recognized for its business culture and Innovative Human Resources policies; Apple focuses on creativity, innovation, together with the personal and professional development of its employees; Sales Force has created a company culture focused on values, diversity and inclusion.
Employer Branding is also becoming more and more relevant due to the increasing importance given to the wellbeing of employees and the purpose of the company in the labor market.
Those companies not only have a strategy to attract the best talents but they are also committed to creating an authentic, inclusive, positive and meaningful company culture.
Employer Branding is meant to generate a sense of belonging and commitment by transmitting the fundamental purpose of the company and its raison d'être. This helps the talent acquisition and management strategy that share the same values (or behaviors) of the company (business and organization strategy) and also the desire to be part of something that well aligns with their own values, passions, and ambitions. Some important key points to consider are: generating opportunities for employee development and growth within the company’s organization; fostering a positive and equitable work environment that promotes inclusion, diversity, and well-being; and ultimately provide competitive compensation.
As said, today the reputation of a company is more important than ever. In Mexico, 1 in 3 people have turned down a job offer because of a negative review about working at a specific company.
There are in fact some online sources, available to anyone that needs to evaluate a company’s reputation; the most popular ones are: Merco and Glassdoor.
Consea Group, as a local and global firm with 45+ years in the Executive Search industry, is a strategic and reliable partner that can support you in managing your human resources challenges. As it becomes more difficult to find the best talent for companies, in a more globalization-oriented market, so does the need to implement strategies with the support of experts that know how to attract local and international talents in your market of reference. Thanks to our knowledge of different markets and industries, we can provide the best experience and sew a consulting plan tailored to your company to define an effective approach for your Talent Acquisition strategy.
Follow Consea Group on LinkedIn to stay up to date on the latest labor market trends.
Author: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
Read the article in Spanish:
Employer Branding: El arte de atraer el mejor talento
Como ya hemos visto en el artículo anterior, “Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones” en México cada vez es más difícil para las empresas atraer y retener el talento adecuado. Por esta razón, se escucha mucho sobre el concepto Employer Branding, que consiste en comunicar la misión, los valores y la cultura de una organización para construir su reputación y una diferenciación atractiva para su mercado de talento.
Las empresas que fomentan una buena reputación y una cultura laboral excepcional pueden atraer y retener el talento más valioso, lo que en última instancia les permite ser más competitivas en un mundo laboral en constante cambio.
Una de las autoridades mundiales más reconocidas en este campo es Great Place to Work.
Algunas de las empresas con talento multinacional en México ganadoras del título “Great Place To Work 2023” han sido: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza y BASF.
No es casualidad que las empresas más exitosas de las últimas décadas sean las que ofrecen las "mejores prácticas" en Employer Branding: Google es ampliamente reconocida por su cultura empresarial y políticas innovadoras de Recursos Humanos; Apple se centra en la creatividad, la innovación, junto con el desarrollo personal y profesional de sus empleados; Sales Force ha creado una cultura empresarial centrada en los valores, la diversidad y la inclusión.
El Employer Branding también está cobrando cada vez más relevancia debido a la creciente importancia que se le da al bienestar de los empleados y al propósito de la empresa en el mercado laboral.
Estas empresas no sólo tienen una estrategia para atraer a los mejores talentos, sino que también están comprometidas con la creación de una cultura empresarial auténtica, inclusiva, positiva y significativa.
El Employer Branding pretende generar sentimiento de pertenencia y compromiso transmitiendo el propósito fundamental de la empresa y su razón de ser. Esto ayuda a la estrategia de adquisición y gestión de talentos que comparten los mismos valores (o comportamientos) de la empresa (estrategia de negocio y organización) y también el deseo de ser parte de algo que se alinee bien con sus propios valores, pasiones y ambiciones. Algunos puntos clave importantes a considerar son: generar oportunidades de desarrollo y crecimiento de los empleados dentro de la organización de la empresa; fomentar un ambiente de trabajo positivo y equitativo que promueva la inclusión, la diversidad, el bienestar y en última instancia, proporcionar una compensación competitiva.
Como ya hemos dicho, hoy la reputación de una empresa es más importante que nunca. En México 1 de cada 3 personas ha rechazado una oferta laboral debido a una crítica negativa sobre trabajar en una empresa específica.
De hecho existen algunas fuentes en línea disponibles para cualquiera que necesite evaluar la reputación de una empresa, algunas de las más populares son: Merco y Glassdoor.
Consea Group, como firma local y global con más de 45 años en la industria de Executive Search, es un socio estratégico y confiable que puede apoyarlo en la gestión de sus desafíos de recursos humanos. A medida que se hace más difícil encontrar el mejor talento para las empresas, en un mercado más orientado a la globalización, también lo hace la necesidad de implementar estrategias con el apoyo de expertos que sepan atraer talentos locales e internacionales en su mercado de referencia. Gracias a nuestro conocimiento de diferentes mercados e industrias, podemos brindarle la mejor experiencia y diseñar un plan de consultoría adaptado a su empresa para definir un enfoque efectivo para su estrategia de Adquisición de Talento.
Siga a Consea Group para mantenerse actualizado sobre las últimas tendencias del mercado laboral.
Autor: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
Executive Leadership Hiring in Q4 & Key Trends Every Company Should Know
As the year draws to a close, many organizations focus their energy on wrapping up projects, closing out budgets, and preparing for a strong start in January. But for executive leadership, Q4 is much more than a time of reflection—it is one of the most critical hiring seasons of the year. The decisions companies make now about their leadership teams will directly shape strategy execution and organizational success in 2026. At Consea, we see firsthand how executive hiring trends are evolving and how companies can seize this pivotal quarter to secure the leaders who will take them forward. Below, we explore the most important executive leadership hiring trends shaping the market and what they mean for organizations.
Rising Demand for Digitally Fluent Leaders
Digital transformation has been a recurring theme in business strategy for years, but the expectations of executive leaders continue to grow. Organizations are not just looking for leaders who understand digital tools. They want executives who can leverage data, AI, and emerging technologies to drive innovation and operational efficiency. In Q4, as companies set their strategic priorities for the year ahead, digitally fluent leaders are particularly sought after to ensure competitiveness in increasingly tech-driven industries. Whether in manufacturing, healthcare, retail, or finance, executives with strong digital capabilities are positioned to make an immediate impact.
Succession Planning Takes Center Stage
Another key trend in executive recruitment is the renewed emphasis on succession planning. With economic uncertainty, evolving workforce dynamics, and generational transitions in leadership, companies cannot afford to wait until a vacancy arises to think about who will step in. In Q4, boards and CEOs are more frequently evaluating their executive bench strength and taking steps to build leadership pipelines for 2026 and beyond. This proactive approach reduces disruption, ensures business continuity, and gives rising leaders the development opportunities they need to succeed when the time comes.
Pressure to Ensure Diverse Leadership Pipelines
Diversity, equity, and inclusion remain high on the executive agenda, and leadership hiring is a critical piece of the puzzle. Investors, employees, and customers alike expect organizations to reflect diverse perspectives at the decision-making table. For companies recruiting in Q4, this means paying careful attention to candidate slates, expanding search networks, and ensuring that recruitment partners prioritize diversity in both process and outcome. Building a diverse executive team is no longer optional—it is a business imperative tied to innovation, resilience, and long-term growth.
Why Q4 Matters for Executive Recruitment
While executive hiring is important year-round, Q4 presents unique advantages. Companies are finalizing strategies for the coming year, creating clarity about the skills and leadership profiles they need most. At the same time, senior leaders may be reflecting on their own career goals, making them more open to exploring new opportunities before the calendar turns. Seizing this window allows organizations to align leadership talent with strategic priorities and start 2026 with the right executives already in place.
How Consea Helps Companies Navigate Q4 Hiring
At Consea, we specialize in guiding organizations through these complex executive hiring decisions. From identifying digitally skilled leaders to building robust succession pipelines and ensuring diverse candidate slates, we partner with clients to align leadership recruitment with long-term business success. Our proven methodology and global network enable us to deliver results even in competitive markets. As companies face year-end hiring pressures, we provide the insight, agility, and expertise to secure leaders who will make a measurable difference in 2026 and beyond.
Position Your Company for Success in 2026
Q4 is not just the end of the year—it is the beginning of the next chapter in your company's growth. By recognizing the latest executive hiring trends and working with a trusted recruitment partner, organizations can set themselves up for lasting success. Learn more about how Consea supports organizations with executive search and head hunting tailored to today's evolving leadership landscape.
Why hiring feels harder than it should be in Industrial and CPG — and it’s not just the labor market
If you work in Industrial, Manufacturing, or CPG, you’ve probably felt it from both sides. Companies say: “We can’t find the right talent.” Professionals say: “Roles aren’t clear, the process takes forever, and expectations keep changing.” Both statements are true — but neither gets to the real issue. From our experience supporting hiring initiatives across these sectors, most hiring challenges aren’t driven by a lack of available talent or motivation. They’re driven by misalignment between how work happens — and how roles are defined, filled, and supported.
The Reality of Industrial and CPG Work Today
These industries operate under constant pressure: Operational continuity
Tight margins
Safety, quality, and compliance standards
Supply chain volatility
Continuous improvement mandates Roles evolve quickly. Priorities shift. Teams are asked to do more with less. Yet hiring often assumes static job descriptions, perfect candidate profiles, and linear decision-making — none of which reflect reality on the ground. That disconnect shows up everywhere: In long hiring cycles
In roles that change 60 days after someone starts
In candidates dropping out of the process
In new hires feeling misled or underprepared
When Job Titles Don’t Match the Job
One of the most common issues we see across Industrial and CPG environments is roles being defined by history, not by current business need. A title stays the same, but: Scope has expanded
Stakeholders have multiplied
Expectations have shifted
Decision authority has changed The result? Candidates don’t know what they’re really signing up for
Hiring managers struggle to articulate what “good” looks like
Teams absorb friction that could have been avoided earlier This isn’t anyone’s fault.
It’s what happens when organizations move faster than their hiring infrastructure.
Hiring Is a Business System, Not a Standalone Process
Hiring outcomes reflect how clearly an organization understands itself. Strong results tend to happen when companies: Are honest about trade-offs (speed vs. experience vs. potential)
Align internally before engaging candidates
Communicate what success looks like in the first 6–12 months
Respect candidates’ time and perspective
Treat hiring as part of operational delivery, not an administrative task When that alignment is missing, even the most attractive brands struggle to convert strong candidates — especially experienced professionals who know their value.
What Candidates Are Responding to Now
Across Industrial and CPG talent markets, professionals are less focused on hype — and more focused on clarity. They’re asking: What problem am I being hired to solve?
How will my work be measured?
Who do I need to influence to be successful?
What will realistically change — and what won’t? Companies that can answer those questions clearly stand out immediately. Not because they’re perfect — but because they’re transparent.
A Better Way Forward
Improving hiring outcomes in Industrial and CPG doesn’t require reinventing the wheel. It starts with: Clear role definition grounded in current reality
Alignment between operations, leadership, and hiring teams
Processes that reflect how decisions are actually made
Conversations that respect both business needs and candidate expectations When hiring mirrors how the business truly operates, everyone wins: Teams onboard faster
New hires perform sooner
Trust increases on both sides of the table
A Thought for Leaders and Candidates Alike
Before assuming hiring is broken because “the market is tough,” it’s worth asking: Are we clear about what the work really requires today? Because in Industrial and CPG, clarity isn’t a nice-to-have — it’s a competitive advantage. Author: Candice Gist-Shaw, Delivery Manager Americas
How Economic Shifts Are Reshaping Demand for Executive Leadership
In today's volatile global economy, companies face a complex mix of inflationary pressures, fluctuating interest rates, and ongoing geopolitical uncertainty. These external forces are doing more than shaping financial markets; they are redefining what effective executive leadership looks like.
The Economic Impact on Executive Hiring
Periods of economic disruption often spark a recalibration of leadership priorities. In downturns, boards seek turnaround specialists with the resilience, operational discipline, and financial acumen to steer organizations through turbulence. When markets expand, the focus shifts toward innovation-driven executives who can capture emerging opportunities and scale growth efficiently. This cyclical pattern highlights the direct economic impact on executive hiring. Leadership needs no longer follow a static model; instead, they reflect broader shifts in market confidence, consumer behavior, and investment trends. Companies that anticipate these transitions and proactively align their leadership teams are best positioned to thrive in any climate.
Executive Hiring Strategies for a Changing Economy
The most successful organizations are rethinking traditional executive hiring strategies to adapt to today's dynamic environment. Rather than filling positions reactively, boards are emphasizing predictive leadership planning—identifying the skills and mindsets their organizations will need to navigate future challenges. Key trends shaping modern executive hiring include: Agility and transformation expertise: Leaders who can pivot quickly in response to shifting markets. Digital fluency: Executives who understand technology's role in driving competitive advantage.
Cross-functional leadership: Professionals who can unite operations, finance, and innovation under a shared strategic vision. At Consea Group , we help organizations design and execute executive hiring strategies that reflect both immediate priorities and long-term objectives. By tailoring search criteria to specific economic contexts, we ensure our clients attract leaders who not only fit the role but also anticipate what comes next.
Aligning Leadership with Market Realities
The right leadership at the right moment can be the difference between surviving and outperforming. Consea's adaptive executive search methodology focuses on the capabilities most critical to each phase of the business cycle. In uncertain markets: We identify leaders skilled in transformation, cost optimization, and cultural stabilization.
In recovery or growth periods: We target visionary executives who can accelerate innovation, drive digital transformation, and lead expansion into new markets. By continuously monitoring executive leadership demand across industries, Consea ensures organizations stay one step ahead, equipped with leaders who can navigate change and seize opportunity.
Building Resilience Through Strategic Leadership
Economic cycles may be unpredictable, but leadership strategy does not have to be. Companies that invest in forward-looking executive recruitment are more resilient, adaptable, and prepared to lead through uncertainty. Partner with Consea Group to ensure your organization has the leadership strength to remain competitive, no matter how the global economy shifts. Contact us to start your executive search.
Consea’s Resume Myths, Tips, and Tricks
Advice from our recruitment team that will help your resume stand out. The first impression does not have to be the one that matters when selecting a Candidate but the resume is the business card through which Candidates make themselves known by the companies. Here are some tips for getting the most out of your resume. MYTH: A graphic / creative CV captures more attention The European format is not always the best choice when writing a resume, you can also use more creative templates but on the basis of your graphic skills. An essential and clear resume is better than one which is incomprehensible and difficult to read. SUGGESTION: If you do not have graphic skills, create a typical resume in MS Word that contains all the essential information and describes your work experience better than a thousand graphics. TIP: There are several websites that offer templates and ideas to create an original but at the same time effective resume. If you do not already know them we suggest you try Canva www.canva.com. MYTH: You have to insert the photo on your resume Certainly, being able to associate a face to a resume is a great help and makes the resume emerge but you need to remember that the photo must be professional and appropriate. SUGGESTION: It is better not to insert personal photographs or taken from group photos. Take time to take a picture which shows your professionalism and represents only you. TIP: Once you have taken the photo, use it both for your resume and LinkedIn profile. It will allow you to give uniformity to the way you present yourself and will make you easily recognizable. MYTH: Provide details about hobbies and personal characteristics. Adding your hobbies and personal characteristics to your resume can be a plus but only if they provide real added value. SUGGESTION: Each information that you decided to write in your resume is evaluated therefore it is better to insert only these elements that could have a value for the position you apply for. TIP: Think about which competence (transversal or specific) can recall the information provided and select only the relevant ones (e.g. competitive activity – determination and achievement of results; reading – curiosity / information and education; cooking – creativity). MYTH: Less is more! A resume does not necessarily have to be one page, especially if you have several years of experience, but at the same time it should not be discursive or include too much details as it risks losing effectiveness. SUGGESTION: An effective resume is between 2 and 3 pages. It reports professional experience in chronological order from the current position to the oldest. It contains relevant information and a brief description of each role, highlighting specific skills and knowledge (There are companies that associate different role content to the same job title. If a short description is therefore associated with the job title it will be easier to identify Candidate’s responsibilities.) It is useful to add some detailed information such as the number of people managed / business size / results achieved. Finally, it is worth specifying the knowledge of a foreign language through the competence levels of the Common European Framework of Reference for Languages (CEFR) and not through terms such as “good”, “fluent”. TIP: The resume is your business card – Imagine that those who receive it do not know you and they want to have an overview of your skills and then explore them in an interview, but if some key information is missing (knowledge of a particular sector, program / channel …) they could exclude you from the selection process. MYTH: Lying in resume makes it more appealing It is well known that lies have short legs so it is better to expose your work path honestly and be able to motivate any discontinuities in your work experience. SUGGESTION: A good recruiter does not judge the book by its cover but, wanting to build a relationship of mutual trust and reliability with the Candidate, will tend not to contact people who have talked about a different work path than the one actually lived or have boasted skills / responsibilities never acquired. MYTH: Give a “personal” touch to the CV / Do not insert personal details It is not necessary to enter detailed information about your personal life (e.g. names of children, spouse…) but do not forget to enter your contact information (phone number and e-mail address – verify if they are correct!) in order to be effectively contacted. It is often useful to put in your date of birth, which does not have to be seen as a discriminating factor but as a data that allows you to see the profile as a whole.
Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations
According to several market studies, the talent shortage has reached its highest level in Mexico. This is due to a lack of specific skills (a mix of technical capabilities and human factors) required from companies, especially in particular industries. Combined with the accelerated technological change management process e digital transformation we are living in, the scarcity of talent availability is further complicating the recruiting needs of many hiring managers. In 2022, in Mexico, and in some LATAM countries, more than 60% of employers reported difficulties in finding the right match – the highest number in the last 10 years. Today, it became essential to many organizations, to improve workforce skills as well as train and "recycle” professional talents in order to fill their internal positions and stay competitive. These two techniques are called Upskilling & Reskilling. Upskilling is the process of learning new skills or of teaching workers new skills. Reskilling is the process of learning new skills so you can do a different job, or of training people to do a different job. These tools became pivotal to address the Human Capital needs within the work environment, as well as to promote career pathing, succession planning, and retention programs, for most companies. Within the markets Consea operates with, we identified few sectors that currently are presenting the greatest demand for high-skilled profiles in Mexico: supply chain and manufacturing, finance and administrative positions, sales and marketing and engineering. To support your Human Capital needs, Consea Groupcan design a consulting plan tailored for your company, defining together an effective TALENT SEARCH and COMPANY CULTURE FITTING strategy. Follow Consea Group on LinkedIn to stay up to date on the latest trends in the labor market and to find out how to create and maintain a positive working environment in your organization. Authors Enrique Pedroza - Business Development Manager in Consea Group, Mexico Read the article in Spanish:
Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones
Acorde a diferentes estudios de mercado, la escasez de talento ha llegado a su nivel más alto en México. Esto se debe a la falta de habilidades específicas (una combinación de capacidades técnicas y factores humanos) requeridas por las empresas, especialmente en industrias particulares. Combinado con el acelerado proceso de gestión del cambio tecnológico en el que vivimos y transformación digital, la escasez de talento complica aún más las necesidades de muchos Gerentes de contratación. En 2022, en México y en algunos países de LATAM, más del 60% de los empleadores reportaron dificultades para encontrar el personal adecuado, el número más alto en los últimos 10 años. Hoy en día, se vuelve esencial para las organizaciones mejorar las habilidades de la fuerza laboral, así como capacitar y "reciclar" talento profesional para ocupar un nuevo puesto dentro de la compañía y mantenerse competitivos. Estas dos técnicas se denominan Upskilling & Reskilling. Upskilling busca enseñar nuevas habilidades a un trabajador para optimizar su desempeño, mientras que Reskilling también conocido como reciclaje profesional, busca capacitar a un empleado para adaptarlo a un nuevo puesto dentro de la empresa. Estas herramientas se vuelven fundamentales para abordar las necesidades de capital humano dentro del entorno laboral, así como para promover la orientación profesional, la planificación de la sucesión y los programas de retención para la mayoría de las empresas. Dentro de los mercados con los que opera Consea Group, identificamos algunos sectores que actualmente presentan la mayor demanda de perfiles altamente calificados en México, tales como cadena de suministro, manufactura, finanzas, administrativos, ventas, mercadeo e ingenierías. Para apoyar sus necesidades de Capital Humano, Consea Group puede diseñar un plan de consultoría a la medida de su empresa, definiendo en conjunto una estrategia efectiva de BÚSQUEDA DE TALENTO que AJUSTE A LA CULTURA DE LA EMPRESA. Sigue a Consea Group en Linkedin para estar al día de las últimas tendencias en el mercado laboral y saber cómo crear y mantener un clima laboral positivo en tu organización.
Brazil has become one of the most important growth, innovation and leadership hubs for companies operating across Latin America. Despite global uncertainty, the country continues to attract major international investments across industries such as energy, infrastructure, technology, manufacturing, agribusiness, financial services and digital transformation. In 2025 alone, foreign direct investment in Brazil surpassed US$ 74 billion, one of the strongest results in recent years. Today, almost half of Brazil’s GDP is connected to foreign investment participation, reflecting the relevance of multinational companies in the country’s economy and the increasing sophistication of the corporate environment. For many global organizations, Brazil is no longer viewed only as a local operation. It has become a strategic hub for Latin America — driving regional decisions, leadership structures, shared services, industrial operations, commercial expansion and transformation initiatives across the continent. This creates both opportunity and pressure for companies. Organizations are accelerating growth agendas, investing in AI, digitalization, ESG, industrial repositioning and regional integration, while simultaneously facing one of the biggest leadership challenges in years: identifying executives capable of operating in highly complex and constantly changing environments. The demand today goes far beyond technical expertise. Companies are looking for leaders who combine strategic vision, execution capability, resilience, multicultural exposure and the ability to build high-performance teams while navigating uncertainty and transformation. Brazilian executives continue to gain international relevance precisely because they are developed in one of the most dynamic business environments in the world. Leading in Brazil often means managing growth, volatility, regulatory complexity, operational scale and transformation simultaneously — capabilities that are increasingly valuable for regional and global roles. At the same time, companies are revisiting succession plans, strengthening governance and searching for leadership capable of sustaining long-term growth across Latin America. Brazil is not simply a large market anymore. It is becoming one of the key strategic platforms for leadership, innovation and business transformation in the Americas. For organizations investing in the region, leadership quality will continue to be one of the strongest competitive differentiators over the next decade. Author: Samir Amad, Country Manager Brazil
O mercado de trabalho no Brasil
O Brasil tornou-se um dos mais importantes centros de crescimento, inovação e liderança para empresas que operam em toda a América Latina. Apesar da incerteza global, o país continua a atrair grandes investimentos internacionais em setores como energia, infraestruturas, tecnologia, indústria transformadora, agronegócio, serviços financeiros e transformação digital. Só em 2025, o investimento estrangeiro direto no Brasil ultrapassou os 74 mil milhões de dólares, um dos melhores resultados dos últimos anos. Hoje, quase metade do PIB do Brasil está ligada à participação do investimento estrangeiro, refletindo a relevância das empresas multinacionais na economia do país e a crescente sofisticação do ambiente corporativo. Para muitas organizações globais, o Brasil já não é visto apenas como uma operação local. Tornou-se um centro estratégico para a América Latina — impulsionando decisões regionais, estruturas de liderança, serviços partilhados, operações industriais, expansão comercial e iniciativas de transformação em todo o continente. Isto cria tanto oportunidades como pressão para as empresas. As organizações estão acelerando as suas agendas de crescimento, investindo em IA, digitalização, ESG, reposicionamento industrial e integração regional, ao mesmo tempo que enfrentam um dos maiores desafios de liderança dos últimos anos: identificar executivos capazes de operar em ambientes altamente complexos e em constante mudança. A procura atual vai muito além da especialização técnica. As empresas procuram líderes que combinem visão estratégica, capacidade de execução, resiliência, exposição multicultural e a capacidade de construir equipes de alto desempenho, ao mesmo tempo que navegam pela incerteza e pela transformação. Os executivos brasileiros continuam a ganhar relevância internacional precisamente porque se formam num dos ambientes empresariais mais dinâmicos do mundo. Liderar no Brasil significa frequentemente gerir simultaneamente o crescimento, a volatilidade, a complexidade regulatória, a escala operacional e a transformação — capacidades que são cada vez mais valiosas para funções regionais e globais. Ao mesmo tempo, as empresas estão revendo os planos de sucessão, reforçando a governança e procurarando lideranças capazes de sustentar o crescimento a longo prazo em toda a América Latina. O Brasil já não é simplesmente um grande mercado. Está tornando-se uma das principais plataformas estratégicas para a liderança, a inovação e a transformação empresarial nas Américas. Para as organizações que investem na região, a qualidade da liderança continuará a ser um dos mais fortes diferenciadores competitivos na próxima década. Autor: Samir Amad, Country Manager Brasil
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