We are all about our people
© Consea 2022. All right reserved
We’re here to help people to work and improve
© Consea 2022. All right reserved
© Consea 2022. All right reserved
© Consea 2022. All right reserved
We are one of the boutique HR consulting firms that can work with companies in a number of ways with the ability to tailor services matching any of our clients’ need.
At Consea Human Capital Consulting we combine human and technological assets to offer value-added HR consultancy support that looks at the future of human resources.
We help improve companies and their teams: our objective is to provide clients peace of mind by helping them tackle their toughest HR needs.
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We mirror our success by our clients’ success. Our aim is to build a long- term relationship of trust.
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We embrace change and always look to improve what we deliver. We use new technologies to continuously improve our services and exceed the expectation of those we serve.
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We will not disclose any of our clients’ nonpublic information with respect to its business operations, plans, financial condition, results of operations or any development plans.
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We partner organizations by devising effective and time bound solutions. It is our objective to create and maintain ongoing business relationships with our clients by delivering superior and measurable value.
Our Mission is to develop long-term and strategic partnerships with our clients, and help them to transform today’s challenges into tomorrow’s successes. Through our One-Stop HR Shop we are “THE” Professional HR Partner supporting our Clients for the development and execution of change and growth strategies.
We aspire to be the Standard of Excellence, the first choice of the most sought-after clients.
We partner with our clients to help them transform and grow their organizations and we want to be recognized as an impactful, innovative and efficient HR Consulting partner.
E.H.Schein
We help organizations to define and communicate their values, their strategic skills to build and manage positive organizations. We guide our clients on a diagnostic journey by identifying problems and opportunities, so we can help them design and implement an organizational model that meets the current needs of the company.
WORKPLACE OF THE FUTURE
HYBRID WORKPLACE
EMPLOYEE SATISFACTION
WELLBEING
Jack Welch
We need to create new, more humane leaders and managers who can create more supportive environments, where connection, collaboration, and empathy are prevailing values. We train leaders to generate thoughts, emotions, and behaviours that define more human organizations, where the result comes as a natural consequence rather than a goal.
EMOTIONAL INTELLIGENCE
NEUROSCIENCE FOR LEADERSHIP
CHANGE MANAGEMENT
Charles Darwin
Executive coaching is one of the most powerful approaches to developing the new personal leadership models that are strongly required by today’s constantly changing environment.
We can support executive in their development path aimed at enhancing their capabilities thus maximizing their potential and their performance.
After nine years in China, Matteo reflects on his first year in Singapore and the opportunities this dynamic hub offers to global businesses Tell us about yourself I am an Italian professional currently living in Singapore, where I relocated at the end of 2024. Drawn by curiosity and the desire to broaden my perspective, I first moved to Shanghai in 2015 and ended up spending over nine years there. I joined Consea in 2019 as Senior Consultant and Key Account Manager in Shanghai, where I consolidated my experience in Executive Search and Business Development. I now serve as Head of BD and Delivery APAC, overseeing regional operations and client partnerships across the Asia-Pacific region. It’s almost a year since you relocated from China to Singapore — how has this transition been for you, both personally and professionally? The transition was much easier than expected. Singapore is extremely efficient in every aspect, from obtaining a work visa to setting up utilities, with clear instructions, well-defined processes, and strict adherence to deadlines. Communication barriers are minimal since English is widely spoken, making it easy to see why Singapore is recognised as an international hub for both companies and people. Professionally, entering a new, consolidated, and competitive market like Singapore is always a challenge. However, I found an open and welcoming environment, with professionals at every level willing to discuss the job market, recruitment challenges, and current needs in the region. There are many opportunities for networking, and people are happy to connect and offer support, which makes integrating professionally much smoother. What surprised you the most about living and working in Singapore compared to your previous market? The living standards in Singapore are exceptionally high. From housing to transportation and schooling, everything here is top-notch. Professionally, what impressed me the most is the level of skills and competence of professionals. Singapore truly attracts some of the best talent from around the world. Every professional encounter I’ve had has been inspiring and intellectually stimulating: people here not only possess exceptional skills in their respective functions or industries, but also have diverse interests and knowledge across a wide range of topics. What key trends are you noticing in the HR and talent landscape in Singapore and Southeast Asia? Singapore experienced a significant influx of high-level professionals, many coming from Mainland China and Hong Kong, starting toward the end of COVID-19. During that period, not only did individuals relocate, but many companies also moved their regional headquarters for Southeast Asia and the Pacific to Singapore, creating notable shifts in a relatively small market. The years 2022 and 2023 were particularly frenetic, while 2024 and 2025 have seen activity cool down somewhat. This major inflow of people and companies substantially increased costs, prompting some organizations without direct ties to the Singapore market to relocate their offices to Bangkok, Kuala Lumpur, or in some cases, Indonesia. At the same time, cross-border talent hiring has been constrained by visa and permit regulations, limiting companies’ flexibility and, in some cases, causing expats to move elsewhere within the region. How do clients' needs here differ from what you experienced in China? In China, for Western companies, it can be relatively complicated to identify and evaluate local talent due to factors such as language barriers, different job portals, and a distinct set of values and behaviours. In Singapore, the process appears easier on the surface: talent is abundant, but filtering through hundreds of CVs can be very time-consuming. Moreover, the best candidates rarely apply to job posts online, making Active Search still essential to identify the most suitable talent. Additionally, we are seeing companies place more emphasis on soft skills, investing in coaching employees in areas such as leadership, communication, and conflict management, as well as focusing on employee wellbeing initiatives. How does having an office here enhance our global footprint and ability to serve international clients? Singapore serves as a strategic hub for Southeast Asia. Many companies with regional operations choose to locate their headquarters here because of its strategic location and connectivity, stable political and legal environment, business-friendly tax and regulatory system, world-class infrastructure, and a skilled, diverse talent pool. Having a presence in Singapore allows us to stay close to the command center and key decision-makers, enabling us to intercept opportunities and spot trends faster across the APAC region. What are the opportunities you see in Singapore and Southeast Asia in the coming years? In Singapore, one of the key opportunities will be AI-driven reskilling, as there is likely to be a gap between the skills employers need and those available in the market. Additionally, cost pressures and employee wellbeing will play an increasingly important role, making retention a significant challenge for companies in the coming years. In other countries in the region, particularly India, growth opportunities are expected to be substantial. To sustain this expansion, companies will need to look externally, tapping into talent from competitors and the broader market to meet demand. Looking back at your first year, what’s the biggest learning you’d like to share with colleagues and clients? Whatever the challenge, there’s always a solution. In our industry, things don’t always go as planned, but the key is to stay positive, adapt, and concentrate on solving problems instead of looking back. If you could give one piece of advice to your younger self, what would it be? To worry less about the unknown, remember that the greatest achievements often come from taking risks and leaving your comfort zone. And finally — what are you most excited about for the year ahead? I’m excited about expanding our reach into new markets and strengthening existing relationships, building on the solid foundation we’ve created so far. Matteo Scipioni Bertoli - Head of BD & Delivery APAC
Read allGeneration Z – those born between the mid-1990s and 2010 – is emerging as a disruptive force in the workplace. They don’t just ask for change: they demand it and actively put it into practice. On one hand, they detach from traditional models; on the other, they create new ways of thinking about careers, leadership, and corporate culture. A shift that, if embraced, can become a competitive advantage for organizations. Breaking with the Past Previous generations – Baby Boomers, Gen X, and to some extent Millennials – experienced work as duty, sacrifice, and constant dedication. Being present in the office and overworking were synonymous with commitment and professional worth. Generation Z, however, is challenging these pillars. According to the Deloitte Global Gen Z & Millennial Survey 2025, young workers prioritize work-life balance, mental health, and purpose, while only 6% see leadership as a primary goal. These findings are echoed by Shinde & Surve’s systematic review (2025), which summarized 59 studies on the topic: Gen Z favors work-life balance, salary transparency, fast career progression, and informal communication over rigid, hierarchical models. Fluid Careers: From the “Ladder” to the “Lily Pad” A recent Glassdoor (2025) study introduced the concept of the career lily pad: young professionals are moving away from the idea of a linear career (“career ladder”) to build careers with horizontal, diversified “jumps.” Each experience becomes a springboard – an opportunity for learning and personal growth. This is not a lack of ambition: Deloitte data shows that Gen Z is indeed interested in roles of responsibility, but they conceive leadership as inclusive and horizontal, not as a vertical power. Flexibility, But Not Isolation Contrary to stereotypes, Generation Z does not want to work exclusively from remote. Research points to a pragmatic approach: only 23% prefer fully remote work (Gallup, 2024); 40% report feeling isolated when working solely from home (The Times, 2025); 86% would give up remote working in exchange for a higher salary (SEEK Survey, 2025). Academic literature confirms this trend. A study published in Business Horizons (Osorio, 2025) shows that young professionals seek hybrid models that combine autonomy, quality infrastructure, and social spaces. Wellbeing and Workplace Quality For Gen Z, wellbeing is non-negotiable. Many young employees see features like relaxing areas, pet-friendly offices, and recreational spaces as essential. These are not frivolous perks: a study by Gupta, Chauhan & Singh (2025) demonstrated that flexibility, purpose-driven roles, and digital engagement tools have a significant impact on satisfaction and retention. Intergenerational Integration as a Strategic Lever Debates on the future of work often pit generations against each other: on one side Gen Z, perceived as restless and unwilling to sacrifice; on the other Baby Boomers and Gen X, associated with duty and total dedication. But this framing risks becoming a trap. Research shows the real challenge is not to amplify differences, but to build intergenerational integration models. The coexistence of four generations in today’s workplace is a unique opportunity for cross-fertilization. Practices such as reverse mentoring – where younger employees share digital expertise while senior colleagues transfer experience and strategic vision – are showing tangible benefits. Cross-generational teams also foster inclusion, innovation, and belonging. Generation Z should not be seen as “against” older generations, but as a catalyst accelerating an evolution that involves everyone. Within this mosaic, Millennials play a crucial role. They grew up with traditional values similar to Gen X – dedication, career-based recognition – but also pioneered themes such as work-life balance, flexibility, and purpose: the connection between professional activity and a greater goal, beyond profit, touching on social impact, environmental sustainability, equity, and inclusion. Deloitte’s research (2023, 2025) shows how Millennials paved the way for many requests that Gen Z has made more explicit and radical. Now, as many Millennials sit on managerial roles, they can act as a cultural bridge, mediating between Gen Z’s radical vision and the experience of older generations. A Break That Opens New Paths Gen Z is breaking away from the myth of the linear career, the culture of overworking, and the idea that sacrifice is the measure of professional worth. And they do so in order to build: more balanced work models, inclusive and stimulating environments, empathic and collaborative leadership, dynamic and personalized careers. Far from being a threat, Gen Z represents a lever for renewal. If organizations can embrace their expectations and integrate them with the old generations’ experience, having Millennials as the bridge, the future of work can become not only more sustainable, but also more innovative and humane. Accompanying companies through this transformation is not only a matter of HR processes, but of organizational culture. Consea has been working for years with companies across industries to foster dialogue among generations, develop inclusive leadership, and build intergenerational collaboration models. Through training programs, mentoring, and people development projects, we help organizations integrate the best of each generation: the experience of senior professionals, the vision of Millennials, and the innovative drive of Gen Z. Because the future of work is not built on rivalry, but on the integration of differences. Reach us out for a consult at conseahcc@consea-group.com ___________ Author: Sara Ruffinatti, Senior Consultant
Read allMaintaining a consistent organizational culture in hybrid or remote work is currently one of the biggest challenges faced by leaders and HR departments. When the daily presence in the office disappears, spontaneous interactions, relationships, and the natural transmission of values become more difficult. However, it is possible – it has to be provided by conscious and planned action. 3 out of 4 surveyed HR leaders believe that in the era of remote work, the biggest challenge for HR departments is engaging employees in the company’s culture. Another study involving remote and hybrid employees shows that only 1 in 4 workers feels connected to their organization’s culture – a concerning statistic. It turns out that values and organizational culture are key to employees. 76% say that culture is important or very important for them to perform their work effectively. Additionally, 61% of HR leaders declare that organizational culture is even more important in a hybrid work model than in traditional office settings. Some organizations are trying to return to pre-pandemic conditions by forcing employees back into the office. However, considering the shift in how employees perceive work, this may not be the best idea. People will leave: organizations that mandate a return to the office may lose up to 33% of their workforce! Employees' new expectations include flexibility in terms of workplace and working hours, as well as a greater need for autonomy and influence over what happens in the organization. Employers who aim to build a lasting organizational culture must keep that in mind. How to nurture organizational culture while embracing the hybrid model? 1. Redefine culture and values Don’t assume that culture will “survive on its own.” In a distributed work model, values and norms must be clearly defined, communicated, and visible in day-to-day operations. 2. Introduce rituals and consistency Regular meetings (e.g., Monday briefings, Thursday open spaces) help maintain rhythm and a sense of community. Online integration events – virtual coffee breaks, team quizzes, group challenges – are not just “extras,” but ways to sustain team identity. 3. Promote transparency and leader accessibility Culture grows through example. Leaders should be visible, communicate clearly, frequently, and openly. 4. Communication = culture Choose communication channels that reinforce your values – for example, using MS Teams with space for more casual conversations. It’s worth creating dedicated areas for: celebrating success, expressing gratitude, sharing feedback, posting company memes, and welcoming new team members. 5. Involve people in shaping the culture Ask what works and what doesn’t. Conduct pulse surveys, employee panels, and feedback groups. Employees who help co-create the culture feel a stronger connection to it – especially in remote settings. 6. Wellbeing and empathy are part of culture too Companies that actively care about employee wellbeing (flexibility, offline time, psychological support) strengthen a culture based on trust and respect. Organizational culture matters from the recruitment stage! Organizational culture is also one of the elements that can attract potential candidates. Research conducted by HAYS shows that as many as 2/3 of professionals place great importance on how a company's culture is presented at the very start of the recruitment process, i.e., when reading a job offer. Another 23% say their interest in organizational culture is moderate at this stage, while only 8% do not consider it important at all. Conclusions A consistent culture in a hybrid model doesn’t develop “by accident.” It requires proactive effort, value-driven leadership, communication-supporting technology, and an empathetic approach to people. Organizational culture is of key importance to employees, as it directly affects their motivation, engagement, efficiency, job satisfaction, and even their decision to stay with or leave the company. It is the foundation that influences every aspect of an employee’s experience within the company. A well-designed and genuinely implemented culture can be an organization's greatest asset! At Consea Group, we focus on building and nurturing our organizational culture – no matter where in the world we are. Although we are a globally distributed team, we stay closely connected and make a conscious effort to maintain strong relationships. We celebrate birthdays and key company milestones together, and once a year we meet online to reflect on our achievements and look ahead. During this annual event, we also take part in virtual games, fun activities, and contests that strengthen our collaboration and foster a true sense of community. Our Team Leaders are in constant contact with us, and whenever any problems or questions arise, we can count on them. The company fosters full transparency and a smooth flow of information. Thanks to this, we feel safe and confident in carrying out our responsibilities. Each of us has access to up-to-date information, which enables us to make informed decisions and collaborate effectively across departments. This kind of organizational culture builds trust, strengthens employee engagement, and makes every day work more rewarding. With an open approach and strong support from our Team Leaders, we feel like part of a team that is working together toward a shared goal. Utrzymanie spójnej kultury organizacyjnej w warunkach hybrydowych i zdalnych Utrzymanie spójnej kultury organizacyjnej w pracy hybrydowej lub zdalnej to dziś jedno z największych wyzwań dla liderów i działów HR. Gdy znika codzienna obecność w biurze, trudniej o spontaniczne interakcje, więzi i naturalne przenikanie wartości. Ale to możliwe — pod warunkiem świadomego i zaplanowanego działania. 3 na 4 pytanych liderów działów personalnych uważa, że w dobie pracy zdalnej największym wyzwaniem stojącym przed działami HR jest zaangażowanie pracowników w kulturę organizacyjną. Z innego badania, obejmującego pracowników zdalnych i hybrydowych, dowiadujemy się, że tylko 1 na 4 pracowników czuje się związany z kulturą organizacyjną swojej firmy – to niepokojące dane. Okazuje się, że to właśnie wartości i kultura organizacyjna są kluczowe dla pracowników. 76% z nich twierdzi, że kultura jest dla nich ważna lub bardzo ważna, aby mogli skutecznie wykonywać swoją pracę. 61% liderów HR deklaruje, że kultura organizacyjna jest nawet ważniejsza w hybrydowym modelu pracy niż w pracy w biurze. Niektóre organizacje starają się wrócić do sytuacji sprzed pandemii, wymuszając na pracownikach powrót do biura. W obliczu zmiany, jaka zaszła w pracownikach i ich spojrzeniu na pracę, może być to nie najlepszy pomysł. Ludzie będą odchodzić: te organizacje, które będą zmuszały swoich pracowników do powrotu do biur, mogą stracić nawet 33 % swojej załogi! Nowe oczekiwania pracowników z jednej strony związane są z elastycznością dotyczącą miejsca i godzin pracy, a z drugiej, z większą potrzebą samodzielności i wpływu na to, co dzieje się w organizacji. Pracodawcy, którym zależy na stworzeniu trwałej kultury organizacyjnej, powinni mieć to na uwadze. Jak zadbać o kulturę organizacyjną przy jednoczesnej akceptacji trybu hybrydowego? 1. Zdefiniuj kulturę i wartości – na nowo Nie zakładaj, że kultura „przetrwa sama”. W trybie rozproszonym wartości i normy muszą być jasno zdefiniowane, zakomunikowane i widoczne w codziennych działaniach. 2. Wprowadź rytuały i systematyczność Regularne spotkania (np. poniedziałkowe odprawy, czwartkowe open space’y) pomagają utrzymać rytm i poczucie wspólnoty. Wydarzenia integracyjne online – wirtualne kawy, wspólne quizy, wyzwania zespołowe – to nie „dodatki”, ale sposób na podtrzymanie tożsamości zespołu. 3. Promuj transparentność i dostępność liderów Kultura rozwija się przez przykład. Liderzy powinni być widoczni, komunikować się jasno, często i otwarcie. 4. Komunikacja = kultura Zadbaj o kanały komunikacji, które wspierają wartości – np. MS Teams z miejscem na „lżejsze” rozmowy. Warto wydzielić przestrzeń na: sukcesy, wdzięczność, feedback, memy firmowe, powitania nowych osób. 5. Angażuj ludzi w tworzenie kultury Pytaj, co działa, a co nie. Organizuj badania pulsowe, panele pracownicze, grupy feedbackowe. Pracownicy, którzy współtworzą kulturę, silniej się z nią identyfikują – szczególnie w pracy zdalnej. 6. Wellbeing i empatia to też kultura Firmy, które aktywnie dbają o dobrostan (elastyczność, czas offline, wsparcie psychologiczne), wzmacniają kulturę opartą na zaufaniu i szacunku. Warto wiedzieć, że kultura organizacyjna jest istotna już na etapie rekrutacji! Kultura organizacyjna jest także jednym z elementów, które mogą zachęcić lub zniechęcić kandydatów do pracy w danej organizacji. Wyniki przeprowadzone przez HAYS badania pokazują, że aż 2/3 specjalistek i specjalistów przywiązuje dużą wagę do jej opisu już na początkowym etapie rekrutacji, czyli zapoznając się z ofertą potencjalnego pracodawcy. Kolejne 23 proc. deklaruje, że ich zainteresowanie kulturą organizacyjną jest na tym etapie średnie, a tylko 8 proc. nie przywiązuje do niej wówczas żadnej wagi. Wnioski Spójna kultura w trybie hybrydowym nie tworzy się „przy okazji”. Wymaga proaktywnych działań, liderów jako nośników wartości, technologii wspierającej komunikację, empatycznego podejścia do ludzi. Kultura organizacyjna firmy ma kluczowe znaczenie dla pracowników, ponieważ bezpośrednio wpływa na ich motywację, zaangażowanie, efektywność, satysfakcję z pracy, a nawet decyzję o pozostaniu lub odejściu z firmy. Jest to fundament, który wpływa na wszystkie aspekty funkcjonowania pracownika w firmie. Dobrze zaprojektowana i autentycznie realizowana kultura może być największym atutem organizacji! W Consea Group przykładamy dużą wagę do budowania i pielęgnowania naszej kultury organizacyjnej – niezależnie od tego, gdzie aktualnie się znajdujemy. Choć jesteśmy zespołem rozproszonym po całym świecie, pozostajemy w stałym kontakcie i dbamy o wzajemne relacje. Świętujemy wspólnie urodziny, ważne wydarzenia firmowe, a raz w roku spotykamy się online, by podsumować nasze osiągnięcia i spojrzeć w przyszłość. Organizujemy wtedy zdalne gry, zabawy i konkursy, które wzmacniają naszą współpracę i budują poczucie wspólnoty. Nasi Team Leaderzy są z nami w stałym kontakcie i w razie jakichkolwiek problemów/ pytań – możemy na nich liczyć. W firmie istnieje pełna transparentność i przepływ informacji. Dzięki temu czujemy się bezpiecznie i pewnie w wykonywaniu naszych obowiązków. Każdy z nas ma dostęp do aktualnych informacji, co pozwala na podejmowanie świadomych decyzji i skuteczną współpracę między działami. Taka kultura organizacyjna buduje zaufanie, wzmacnia zaangażowanie pracowników i sprawia, że codzienna praca staje się bardziej satysfakcjonująca. Dzięki otwartemu podejściu i wsparciu ze strony Team Leaderów, czujemy się częścią zespołu, który razem dąży do wspólnego celu. Author: IgaPaszkiewicz - Recruitment Consultant
Read allIn 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.
Read allAs 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.
Read all1. Tell us about yourself I'm a Team & Office Manager and Senior Recruiter with a strong background in recruitment and a passion for creating structure and harmony in dynamic environments, which makes my role both exciting and fulfilling. I manage the Polish branch of our company, making sure that everything - from daily office life to hiring processes are running smoothly and efficiently every day. I’m definitely a perfectionist at heart, and I find a lot of satisfaction in the details that make a big difference. Working in an Italian company feels like the perfect fit - I love the culture, the language, and of course... the food! Outside of work, you’ll most likely find me dancing, traveling (Italy has a special place in my heart), or completely immersed in a good book. 2. Describe your role at Consea As the Team & Office Manager and Senior Recruiter, my role is really about connecting people, processes, and purpose. On one hand, I’m responsible for the day-to-day operations of our Polish branch - making sure the office runs smoothly and the team has everything they need to do their best work and deliver high-quality results. On the other hand, I lead executive recruitment processes, finding the right people whose values and skills align with the client’s culture. I work closely with both our local and international teams, acting as a bridge between departments and ensuring that communication flows effectively. My goal is always to create a supportive, well-organized environment where people feel motivated and empowered. It's a dynamic role that requires a lot of multitasking, but that's exactly what I enjoy about it! 3. What do you like most about your job? What I enjoy most about my job is the variety and the impact it allows me to have - both on people and on the way the company functions day to day. I love that no two days are the same. One moment I’m deep in recruitment, connecting with inspiring professionals, and the next I’m solving operational challenges, supporting the team, or improving internal processes. It keeps me engaged, challenged, and always learning. But above all, I truly enjoy working with people - helping them grow, succeed, and feel good about where they work. Creating a positive, well-organized, and motivating environment is something that brings me a lot of satisfaction. 4. What are the main differences you’ve noticed between working in the Polish office and other locations (such as Italy)? While the core values are consistent across all locations, each office has its own rhythm. In Poland, things tend to be more structured and formal, with a clear focus on planning and processes, while in Italy, there's often a more spontaneous and flexible approach. Both bring unique strengths - in Poland, the emphasis on order and precision helps us deliver consistent, high-quality results. Meanwhile, the Italian style brings creativity, warmth, and adaptability to the table, which inspires new ideas and builds strong team bonds. Working across these cultures has taught me to appreciate different perspectives and blend the best of both worlds to create a productive and positive work environment. I appreciate how we learn from one another. 5. In what ways do your relationships with colleagues from different countries enrich your work? My relationships with colleagues from different countries truly enrich my work by bringing diverse perspectives and approaches to problem-solving. Each culture has its unique way of thinking and communicating, which helps me see challenges and opportunities from angles I wouldn’t have considered otherwise. Working with international teams also fosters greater creativity and flexibility. It pushes me to be more open-minded and adaptable, which benefits not only my professional growth but also the overall success of our projects. Moreover, building personal connections across borders creates a sense of community and trust, making collaboration smoother and more enjoyable. I genuinely value the friendships and professional bonds I’ve formed, as they make everyday work more meaningful and inspiring. 6. What is something interesting about you that others might not know? One thing that some people might not know about me is that I spent two years working abroad in Ireland. That experience was incredibly valuable - it taught me a lot about adapting to new cultures, communicating effectively in diverse teams, stepping out of my comfort zone and building connections with people from around the world. Living and working in a different country broadened my perspective both professionally and personally, and it definitely helped me grow. It’s an experience I’m really proud of and that still influences how I approach my work today. 7. What is a personal dream you are pursuing? I have many dreams, but one personal goal I’m currently focused on is becoming fluent in Italian. I’ve been learning the language for a while now, and I want to speak it confidently - not just for work, but also for myself. Being able to communicate fluently will allow me to connect more deeply with the culture I love, travel more meaningfully, and build stronger relationships both professionally and personally. It’s a long-term goal that I’m excited to keep working on and a challenge I really enjoy, and it motivates me every day. 8. What is the best work-related advice you have ever received? Actually, the best work-related advice I’ve ever received... I gave to myself! I realized that staying curious and open to learning is key - no matter how much experience you have, there’s always room to grow and improve. This self-reminder keeps me motivated and adaptable, especially in a fast-paced, international environment. Sometimes, the best advice is the one you decide to follow every day. Don’t be afraid to ask questions. It sounds simple, but it’s powerful - curiosity and openness lead to growth, understanding, and better teamwork. 9. What is your favorite activity outside of work, and how does it contribute to your personal balance? One of my favourite ways to unwind outside of work is through dancing. It’s not just exercise for me - it’s a way to express myself, relieve stress, and reconnect with my energy. Dancing helps me clear my mind and stay active, which is essential when you spend a lot of time juggling different tasks. I also love traveling. What’s really amazing is that I often combine these two passions by going on dance trips abroad. These journeys allow me to immerse myself in new cultures, meet inspiring people, and fuel my creativity both personally and professionally. These activities help me maintain a healthy balance in life, keeping me motivated and refreshed for the challenges at work, and reminding me how important it is to nurture joy and connection alongside work. 10. If you could give one piece of advice to your younger self, what would it be? Most importantly, I’d tell myself to believe in my dreams and my own potential even when things don’t go as planned. If I could give one piece of advice to my younger self, it would be to trust the process and be patient, as real growth takes time, and every challenge along the way is a valuable lesson. I’d also encourage myself to embrace uncertainty, keep learning, and not be afraid to make mistakes, since they’re an essential part of the journey. Ilona Ulamek, Poland Delivery Team and Office Manager
Read allAt Consea North America, we believe that growth and responsibility must go hand in hand. This year, we are proud to present our Sustainability Report, which highlights the progress we have made, the challenges we continue to face, and the commitments that guide our future. Why Sustainability Matters Sustainability is not an initiative but a way of working. It defines how we operate, how we build partnerships, and how we shape a future that benefits both businesses and people. For us, it is about creating measurable value while advancing environmental stewardship, supporting communities through social responsibility, and ensuring strong corporate governance. Our sustainability journey is tied to our mission: to improve lives and businesses. Every decision we make, from the clients we serve to the way we support our teams, is guided by this principle. Key Areas of Impact This year's report focuses on three main areas: Environmental stewardship We are reducing waste, improving efficiency, and managing resources responsibly. These initiatives demonstrate our commitment to lowering our environmental footprint. Social responsibility Our people are at the center of our work. We foster diversity, equity, and inclusion while investing in professional growth and strengthening the communities where we operate. Corporate governance Strong governance is critical to building trust. We maintain transparent processes and ethical standards to ensure accountability across all levels of our business. Recognition of Our Progress Our work is also reflected in external recognition. Consea North America successfully completed the EcoVadis Solutions Practitioner Program, underscoring our focus on sustainable excellence and continuous improvement. In addition, we earned an EcoVadis Bronze rating in 2024 and advanced to a Silver rating in 2025. These achievements validate our ongoing efforts in ESG reporting and responsible business practices. Looking Ahead Sustainability is a continuous journey. The challenges of climate change, social equity, and responsible growth demand ongoing attention and innovation. We will continue to integrate sustainable procurement practices, strengthen accountability, and set benchmarks that reflect both ambition and transparency. Read the Full Report We invite you to explore the complete Consea North America Sustainability Report for more detail on our initiatives, achievements, and long-term commitments. DOWNLOAD THE FULL REPORT
Read allExecutive Readiness: Is Your Leadership Team Future-Proof? In a business world defined by constant change, leadership readiness has become a strategic imperative. From digital transformation and global expansion to meeting rising expectations around ESG (Environmental, Social, and Governance) and DEI (Diversity, Equity, and Inclusion), the demands on leadership teams are increasing. The real question is whether your current leaders are prepared. In short: is your leadership team future-proof? For many organizations, answering that question requires not only assessing internal capabilities but also considering external talent. Strategic headhunting services can play a critical role in identifying leaders with the agility, resilience, and global mindset needed to drive transformation. Assessing Leadership Agility and Resilience To future-proof leadership, companies must move beyond traditional performance reviews and begin assessing leadership agility and resilience. These qualities determine how well leaders can adapt to change, manage uncertainty, and guide their teams through disruption. Agility shows up in how your executive team responds to ambiguity, pressure, or shifting priorities. Are they flexible in their thinking? Do they encourage innovation and manage risk effectively? Resilience is reflected in their ability to recover from setbacks, maintain clarity under stress, and keep the organization focused during turbulent times. Building a Future-Ready Leadership Team A future-ready leadership team doesn't happen by accident. It starts with a clear assessment of current leadership capabilities and how they measure up against emerging business challenges. Key attributes to evaluate include: Strategic thinking and long-term vision Familiarity with digital technologies and innovation Inclusive leadership aligned with DEI goals Cultural awareness and global business fluency A commitment to ESG principles and sustainability These capabilities are increasingly essential, especially as the pace of change accelerates across industries. Align Your C-Suite With Your Growth Strategy As your business evolves, so should your leadership team. Many executive teams were built for past priorities. If your company is pursuing new markets, scaling operations, or embracing digital transformation, it's important to align your C-suite with your growth strategy. This might involve redefining roles, introducing fresh leadership perspectives, or investing in executive coaching. The goal is to ensure your leadership team has the mindset and skill set to support your future vision. Assessing Executive Team Performance Regularly assessing executive team performance helps you keep leadership aligned with strategic goals. Look beyond individual performance metrics to evaluate how the team functions collectively. Are they collaborating effectively? Is decision-making timely and strategic? Are they living the values they ask others to uphold? Future-proof leadership is not a one-time initiative. It's an ongoing process of evaluation, development, and alignment. Organizations that prioritize executive readiness will be better positioned to lead through change and seize new opportunities. Let's Talk Leadership Readiness Learn how our Human Capital Consulting services can help assess your executive team and build a future-ready leadership strategy, or contact us to start the conversation today.
Read allAugust is a natural pause in the business cycle. With many decision-makers on holidays and operations running at a slower pace, it's the perfect time to look forward—especially at the strength and stability of your leadership team. While most companies wait until there's a resignation or crisis to react, a summer talent audit allows you to proactively uncover hidden risks in your org chart and identify where your organization may be exposed. Don't wait for a vacancy to fix a leadership gap. Instead, plan ahead before talent gaps become urgent. Why Conduct a Talent Risk Audit in August? Time to Reflect With fewer meetings and a lighter workload, HR leaders and executives finally have room to zoom out. Use this space to ask: Where are we most vulnerable if a key leader leaves? Who is actually ready to step up? What roles would take the longest to fill externally? Less Noise, More Clarity The quieter pace of summer allows you to analyze your leadership pipeline without the usual daily distractions. It's an ideal time to assess succession pipelines, role fragility, and readiness gaps that are often ignored in the rush of day-to-day operations. Get Ahead of the September Surge As business ramps back up in September, many companies scramble to address sudden leadership changes or backfill strategic positions. Assess your leadership exposure before September so you can respond with confidence when new opportunities or challenges arise. What to Look for in a Talent Risk Assessment A strong talent risk assessment goes beyond org charts and job titles. It should evaluate: Whether the company is too dependent on a single person for certain roles If there are team members who could confidently step into leadership if needed Whether current employees are being prepared to grow into bigger roles If the leadership team has the right skills for where the company is headed Where potential gaps could slow down the business if someone left suddenly Too often, companies have succession plans on paper that don't hold up in practice. Maybe the “next in line” lacks the trust of their team, or they're missing key technical skills. Maybe no one is actually ready. By engaging in a structured talent risk audit with Consea, you get a clearer picture of both the risks and the opportunities within your current leadership structure. Don't Let a Vacancy Be the Trigger Leadership transitions are inevitable. When succession is poorly planned or not planned at all, the consequences ripple across teams and departments. Productivity declines. Morale suffers. Strategic momentum slows. Rather than reacting to a leadership gap when it happens, take a proactive approach. The organizations that navigate change successfully are those that prepare for it in advance. August Is Your Strategic Advantage August offers something rare: time and perspective. Use it wisely. Uncover hidden risks in your org chart, strengthen your succession pipeline, and ensure your leadership team is ready for what's next. The summer slowdown may just be your best window to secure your leadership future. Learn more about our Human Capital Consulting services and how Consea can help you conduct a forward-looking talent risk audit. Assess Your Risk
Read allDuring the third edition of the “International Talks” series, organized by Bonfiglioli Consulting Italy and USA, I had the pleasure of participating as CEO North America for Consea, sharing our perspective on talent acquisition in the U.S. market. It was a rich and stimulating discussion that highlighted the complexities and opportunities of managing human capital in an increasingly competitive global environment. The United States is one of the most strategic markets for Italian companies today—but also one of the most complex. Opening a local office or launching a production site is not enough: success requires building a solid organization capable of attracting, selecting, and retaining top talent. This demands a deep understanding of local dynamics, candidate expectations, and the ongoing transformations in the world of work. The Challenges of Talent Acquisition in the U.S. Market One of the key topics we addressed was the set of challenges Italian companies face when entering the American market. The first is the growing global competition for talent. The rise of remote work has expanded the talent pool for many North American companies, which now hire professionals from around the world. This has increased pressure on European markets, making it even harder to attract qualified candidates. Moreover, the work culture in the U.S. is significantly different from that in Italy. Frequent job changes are considered normal, especially among younger generations. Retention, therefore, becomes a critical challenge: professionals seek stimulating environments, flexibility, shared values, and growth opportunities. Companies must be able to offer a clear, authentic, and consistent value proposition. Another fundamental aspect is investment in employer branding. Candidates expect transparency, inclusivity, and alignment between stated values and actual practices. Companies that fail to communicate their identity effectively risk being excluded from the short list of top talent. Compensation, Benefits, and Cultural Expectations Compensation is a particularly sensitive topic. In the U.S., compensation packages are often complex and include stock options, bonuses, health insurance, retirement plans, and other benefits. Italian companies must be aware of these standards and be prepared to negotiate with candidates who have very specific and pragmatic expectations. But it’s not just about numbers. Understanding cultural differences in leadership, communication, and business approach is also essential. The American model is performance-driven, fast-paced, and goal-oriented. This can create misalignments with Italian companies, which tend to be more relationship-focused and gradual in their approach. For this reason, assessing soft skills and cultural fit is a key step in the selection process. Compliance and International Mobility: A Changing Landscape Another topic we explored— in collaboration with ECA Italia—was regulatory compliance, which is particularly complex in the U.S. Recent changes in immigration policies and visa processing times have made relocating managers from Italy more difficult and costly. Companies must plan well in advance, rely on experienced partners, and adopt flexible solutions to avoid delays that could jeopardize entire expansion strategies. Managing contracts, benefits, and taxation also requires careful attention: each state has its own rules, and non-compliance can lead to legal and reputational risks. In this context, collaboration between HR, legal teams, and executive search partners is essential to ensure a smooth and secure process. Technology and Digitalization in HR Processes Finally, we shared how the adoption of digital tools is transforming our approach to talent acquisition. At Consea America, we use a combination of technologies for sourcing, evaluating, and managing recruitment processes. From talent mapping platforms to psychometric assessments like Hogan, to video interviewing systems and integrated ATS platforms—technology is now an integral part of our daily work. These tools not only increase efficiency but also enhance the candidate experience and the quality of hiring decisions. In a market like the U.S., where speed and transparency are essential, digitalization provides a decisive competitive edge. Conclusion The U.S. market offers tremendous opportunities, but it requires preparation, flexibility, and a deep understanding of the local context. Talent acquisition is not just an HR function—it is a strategic element for the success of any internationalization project. At Consea, thanks to our experience and direct presence in the region, we support Italian companies in facing these challenges with an integrated, human-centered, and technology-driven approach. “Approaching the U.S. market with awareness and vision means laying the foundation for sustainable, long-term growth. And in an increasingly interconnected world, human capital remains the true engine of innovation and competitiveness.” Antonella Cerabona – CEO Consea America Inc. Link Video
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