WorkPac Blog · WorkPac Recruitment

Case Study - Test Director – Core Banking Migration

Tue, 17 Mar 2026 02:16:58 GMT

Case Study - Test Director - Core Banking Migration

Role

Test Director – Core Banking Migration

Client Industry

Banking.

The Challenge

A leading Banking organisation was undertaking a large-scale core banking systems migration Program that had begun to stall.

The Program lacked the specialist testing leadership capability required to ensure that the program will be delivered successfully.

The organisation required an experienced Test Director who could quickly take ownership of the testing strategy and ensure the migration Program regained momentum.

Our Solution

Momentum Search & Selection partnered closely with the Program Executive to deliver a targeted, insight-led retained search focused on identifying senior Testing leaders with direct core banking migration experience.

Our approach included:

A comprehensive Melbourne market search focused on Test Directors with proven experience delivering complex core banking platform migrations.
Rigorous candidate assessment , ensuring alignment across technical capability, leadership style and Program delivery track record.
Presentation of a high-quality, fully assessed shortlist of interested and qualified candidates.

Stabilising a Critical Core Banking Transformation through Expert Testing Leadership

The Result

Despite a limited talent pool , three highly qualified candidates were shortlisted and interviewed.

This resulted in the successful appointment of a Test Director to lead the testing function for the in-flight Program.

The appointment provided the leadership capability required to stabilise and progress the core banking migration , positioning the Program for successful delivery.

Following this successful appointment, the client engaged Momentum Search & Selection for further confidential Executive Searches under non-disclosure agreements , reinforcing confidence in both the outcome and the partnership.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Process Architecture & Governance Leader

Tue, 17 Mar 2026 02:15:29 GMT

Case Study - Process Architecture & Governance Leader

Role

Process Architecture & Governance Leader

Client Industry

Banking.

The Challenge

As part of a court-enforceable undertaking , our client needed to strengthen its organisational capability in process architecture and governance .

The mandate required the appointment of a senior leader responsible for ensuring the organisation could evolve the systems and processes required to operationalise new ways of working and meet regulatory obligations.

Given the regulatory sensitivity of the initiative, the search was conducted under strict confidentiality .

Our Solution

Momentum Search & Selection partnered closely with the General Manager of Strategic Enablement and Operations to deliver a targeted, insight-led executive search .

Our approach included:

A comprehensive Melbourne market search targeting leaders with experience delivering similar system and process uplift on regulatory initiatives.
Rigorous candidate assessment to ensure alignment with regulatory, operational and organisational change requirements .
Presentation of a fully assessed shortlist of qualified candidates , engaged under non-disclosure agreement.

Building Enterprise Process Governance to Support Regulatory Transformation

The Result

Despite a limited specialist market , all shortlisted candidates were interviewed.

The process resulted in the successful appointment of a Process Architecture and Governance Leader to strengthen the organisation’s capability to meet its regulatory obligations and operational transformation objectives.

This assignment is another example of Momentum Search & Selection’s ongoing partnership with this client , where we have successfully delivered several strategic leadership appointments, many of which have been conducted under confidential conditions.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - PMO Director – Confidential Initiative

Tue, 17 Mar 2026 02:14:10 GMT

Case Study - PMO Director – Confidential Initiative

Role

PMO Director – Confidential Initiative

Client Industry

Undisclosed.

The Challenge

Our client engaged Momentum Search & Selection to conduct a confidential executive search to replace an incumbent PMO Director who had been provided via a global consulting firm.

The mandate required a discreet, high-quality replacement capable of providing best-in-class PMO leadership.

Given the sensitivity of the assignment, the search needed to be conducted under strict confidentiality and non-disclosure conditions .

Our Solution

Momentum Search & Selection partnered closely with the Program Executive and business stakeholders to deliver a targeted, insight-led Executive Search .

Our approach included:

A confidential Melbourne market search targeting experienced PMO and EMO leaders capable of addressing the client’s Program challenges.
Rigorous evaluation of functional, technical, behavioural and leadership capabilities .
Presentation of a high-quality shortlist of fully assessed candidates , all engaged under non-disclosure agreements.

Providing Best-In-Class PMO Leadership

The Result

Momentum Search & Selection delivered a confidential shortlist of high-calibre candidates , all operating under strict non-disclosure agreement.

Following interviews with the Program Executive and key stakeholders, the successful candidate was appointed to replace the incumbent PMO Director , ensuring continuity and considerable uplift to the program.

This assignment represents one of several confidential searches conducted by Momentum Search & Selection for this client on the same Program of work.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Program Director – Core Banking & Operations

Tue, 17 Mar 2026 02:14:08 GMT

Case Study - Program Director – Core Banking & Operations

Role

Program Director – Core Banking & Operations

Client Industry

Banking.

The Challenge

Alongside supporting the client’s stalled core banking migration Program , Momentum Search & Selection was asked to assist with the appointment of a Program Director responsible for working with the Group Operations function .

The mandate required a senior leader capable of ensuring that the impacts of the core banking transformation were successfully embedded within operations, including:

Changes to ways of working
Process transformation
Data management
Customer experience outcomes

The role required a leader capable of bridging Technology Transformation and Operational delivery .

Our Solution

Momentum Search & Selection partnered with the General Manager of Strategic Enablement and key business stakeholders to deliver a targeted, insight-led Executive Search .

Our approach included:

A comprehensive Melbourne market search targeting Program Directors with proven success in remediating stalled Programs.
Identification of candidates with deep Program leadership experience within Banking and large-scale operations teams .
Presentation of a fully assessed shortlist of high-quality candidates aligned to the functional and leadership requirements of the role.

Embedding Core Banking Transformation Across Group Operations

The Result

Despite a limited specialist talent pool , all three shortlisted candidates were interviewed.

The process resulted in the successful appointment of a Program Director , strengthening the leadership capability required to embed the Core Banking transformation within the Group Operations function.

Momentum Search & Selection has successfully supported this client across multiple strategic leadership assignments , several of which have been conducted under confidential conditions, reinforcing confidence in the partnership and delivery outcomes.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Innovation and Accelerated Delivery Director

Wed, 04 Feb 2026 02:58:06 GMT

Case Study - Innovation and Accelerated Delivery Director

Role

Innovation and Accelerated Delivery Director

Client Industry

FMCG.

The Challenge

The organisation had historically relied on traditional waterfall delivery models and was seeking to fundamentally change how initiatives were delivered. The mandate was to establish a brand-new innovation function , reporting into the Chief Growth Officer, that would introduce agile, design thinking and innovation-led approaches.

This was a newly created role with no existing framework, team or operating model. The objective was to reduce project delivery costs , accelerate time to market , and embed modern delivery practices across the organisation.

Our Solution

Momentum Search & Selection partnered closely with both the Chief Growth Officer and Chief Technology Officer to deliver a targeted, insight-led Executive Search.

Our approach included:

A comprehensive Sydney market search focused on leaders with a proven track record in innovation and accelerated delivery
Presentation of a high-quality, fully assessed shortlist of interested candidates
Use of Momentum’s Talent Dashboard , providing early insight into candidate capability through first-round live video analysis

This ensured decision-makers had both depth of assessment and clarity of comparison early in the process.

From legacy delivery to innovation at pace - agile capability embedded and measurable value delivered

The Result

Despite a limited talent pool, all three shortlisted candidates were interviewed, resulting in the successful appointment of the Innovation and Accelerated Delivery Director.

In role, the successful candidate:

Shaped and embedded the new innovation function
Implemented agile design sprints, design thinking and modern innovation practices
Built an agile delivery team from the ground up
Reduced project delivery costs by 40%
Created an innovation framework that moved ideas into market within eight weeks
Delivered 26 digital experiences with zero production incidents using modern technology practices

Client Feedback / Social Proof

Following the successful appointment, the client engaged Momentum Search & Selection on further strategic assignments, reinforcing confidence in both the outcome and the partnership.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Director – Enterprise Testing

Wed, 04 Feb 2026 02:58:03 GMT

Case Study - Director - Enterprise Testing

Role

Director – Enterprise Testing

Client Industry

FinTech.

The Challenge

The mandate required a senior Testing & Quality Assurance leader capable of rapidly building and leading a blended onshore and offshore testing function for a highly complex, multi-year payments program.

The client had already been to market and interviewed several candidates but had been unable to identify the right profile. The role required someone who could:

Operate comfortably between strategy and execution
Build and manage large-scale onshore and offshore teams
Lead a blended workforce of internal staff, vendors and contractors
Deliver quality assurance across complex, high-risk payments programs.

Our Solution

Momentum Search & Selection partnered closely with the Executive Director and leadership team to deliver a targeted, insight-led Executive Search.

Our approach included:

A comprehensive Australia-wide market search focused on senior Testing & Quality Assurance leaders
Presentation of a high-quality, fully assessed shortlist of interested candidates
A rigorous recruitment and assessment process to ensure depth of insight and clarity of comparison throughout.

Best-in-class testing capability established to de-risk complex, multi-year payments transformation

The Result

The available talent pool was limited. Momentum presented three highly qualified shortlisted candidates, all of whom were interviewed, resulting in the successful appointment of the Director – Enterprise Testing.

In role, the successful candidate:

Led quality assurance and testing across two major programs of work
Delivered testing leadership on a $300m program with one of Australia’s largest Banks
Established a new enterprise testing and quality assurance practice
Built and scaled both onshore and offshore testing teams
Matured the organisation’s use of Jira
Implemented a consistent quality framework across both programs
Ensured testing outcomes were best-in-class across all delivery streams

Momentum Search & Selection has partnered with this organisation for over 10 years , and this engagement further reinforced the strength, trust and longevity of the relationship.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - IT Director – Application and Technical Services

Wed, 04 Feb 2026 02:42:23 GMT

Case Study - IT Director – Application and Technical Services

Role

IT Director – Application and Technical Services

Client Industry

FMCG.

The Challenge

The newly appointed Chief Information Officer was operating within a highly immature Technology function and needed to rapidly uplift capability by appointing senior Technology leaders.

Key challenges included:

An underperforming service management function
Immature technology compliance and vendor management practices
High vendor and internal team churn
A pending SAP S/4HANA program about to commence, requiring strong leadership across applications and operations

The role required a leader capable of stabilising operations while driving transformation at pace.

Our Solution

Momentum Search & Selection partnered closely with the Chief Information Officer to deliver a targeted, insight-led Executive Search.

Our approach included:

A comprehensive Sydney market search focused on senior Technology transformation leaders
Presentation of a high-quality, fully assessed shortlist of interested candidates
Use of Momentum’s Talent Dashboard , providing early insight into candidate capability through first-round live video analysis
This enabled decision-makers to compare candidates with confidence and move decisively.

Operational stability restored while enabling enterprise-scale transformation

The Result

All five shortlisted candidates were interviewed, resulting in the successful appointment of the IT Director – Application and Technical Services.

Following appointment, the successful candidate:

Stabilised and improved the service management function
Addressed Technology compliance gaps
Rapidly reduced vendor and internal team churn
Improved team engagement scores by 20 points
Played a key role in supporting the successful SAP S/4HANA go-live

Following this successful Executive appointment, the client engaged Momentum Search & Selection on further strategic assignments, reinforcing confidence in both the outcome and the ongoing partnership.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Program Manager, Data Centre Exit Program

Fri, 16 Jan 2026 05:57:24 GMT

Case Study - Program Manager, Data Centre Exit Program

Appointing program leadership to accelerate a critical data centre exit

Role

Program Manager – Data Centre Exit Program

Client Industry

Utilities.

The Challenge

The client was executing a cloud-first strategy and required an experienced Progam Manager to lead a complex data centre exit program .

The engagement demanded:

Strong progam leadership to manage a high-risk, business-critical transition
Rapid mobilisation to maintain momentum across the cloud roadmap
A discreet and efficient search process aligned with executive expectations.

Our Solution

Momentum Search & Selection conducted a targeted search across the Melbourne market , identifying senior program leaders with proven transformation credentials.

Our approach included:

Delivery of a shortlist of three fully assessed, qualified and motivated Program Managers
Design and orchestration of a tightly controlled interview process
Clear communication, speed of execution and strong candidate care
Rigorous confidentiality maintained throughout the process
This ensured both pace and precision , without compromising candidate or client experience.

Delivering Program Leadership for Critical Cloud Transformation

The Result

All three shortlisted candidates were interviewed, resulting in the successful appointment of a Program Manager who:

Rapidly mobilised into the role
Accelerated delivery of the data centre exit program
Demonstrated strong leadership capability and delivery discipline
The client expressed strong satisfaction with the calibre of the appointment and the quality of program leadership delivered. The engagement further strengthened Momentum’s reputation with the Chief Information Officer and her leadership team .

The success of this assignment has led to ongoing search engagements , reinforcing Momentum Search & Selection as a trusted delivery partner.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Senior Manager, Enterprise Data

Fri, 16 Jan 2026 05:50:15 GMT

Case Study - Senior Manager, Enterprise Data

Transforming an immature data function into a strategic, enterprise-wide capability.

Role

Senior Manager, Enterprise Data.

The mandate required a leader capable of both technical credibility and enterprise-level influence , able to unite disparate teams and establish a clear data strategy.

Client Industry

Payments Organisation.

The Challenge

The client was undergoing a broader technology transformation and needed to evolve an immature enterprise data function .

Key challenges included:

A highly technical data team operating without clear leadership
Limited alignment between data capability and business value
The need to transform data into a strategic business unit , including the potential for commercial customer offerings.

Our Solution

Momentum Search & Selection partnered closely with the client’s technology transformation executive to deliver a targeted and insight-led search.

Our approach included:

A comprehensive Sydney market search focused on senior data leadership talent
Presentation of a high-quality, fully assessed shortlist of interested candidates
Use of Momentum’s talent dashboard , providing early insight into candidate capability through first-round live video interview analysis
This ensured decision-makers had both depth of assessment and clarity of comparison early in the process.

Building Enterprise Data Leadership to Drive Strategic Transformation

The Result

All three shortlisted candidates were interviewed, resulting in the successful appointment of a Program Manager who:

Rapidly mobilised into the role
Accelerated delivery of the data centre exit program
Demonstrated strong leadership capability and delivery discipline
The client expressed strong satisfaction with the calibre of the appointment and the quality of program leadership delivered. The engagement further strengthened Momentum’s reputation with the Chief Information Officer and her leadership team .

Following the successful appointment, the client engaged Momentum Search & Selection on further strategic assignments , reinforcing confidence in both the outcome and the partnership.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Appointing Interim Program Leaders Early Shapes Better Outcomes

Tue, 13 Jan 2026 02:10:49 GMT

Appointing Interim Program Leaders Early Shapes Better Outcomes

Organisations rarely struggle to agree which programs matter. Where they often struggle is deciding when to bring a senior delivery leader into the conversation.

Recently, an Executive asked me for advice on how to structure and resource a critical program of work. The organisation is still at an early stage. The business case was being drafted, funding discussions were ongoing, and there was understandable desire to ensure success.

The question wasn’t about whether leadership was required. It was about timing.

My view was clear: the right Program Director should be involved as early as possible to help you shape success.

The risk of waiting too long

In some programs, senior delivery leadership is introduced once funding has been approved and the initiative is formally underway. By that point, key decisions have already been made. Assumptions have already been made; Timelines, budgets, and benefits are often framed around optimism rather than delivery reality.

When a Program Director joins at that stage, they inherit constraints rather than help shape success Their role becomes one of mitigation rather than design.

This is rarely intentional. It’s usually driven by a desire to control cost or avoid “over-engineering” too early. But in practice, delaying leadership often creates the very inefficiencies organisations are trying to avoid.

What early hiring enables

Bringing an experienced Program Director in early changes the nature of the conversation. Instead of planning in isolation, organisations benefit from delivery-informed thinking at the point where it matters most.

At an early stage, the right interim leader can help:

Shape a credible business case grounded in what is realistically deliverable.
Clarify the level of funding required and the benefits that can genuinely be achieved within that investment
Define the team, skills, and capability required to deliver, rather than retrofitting roles later and potentially blowing out budgets which were incorrect in the first place.
Identify the organisational change impact early and work with the change practitioner/team to ensure success.

Why interim leadership is often the right choice

For many organisations, this level of program leadership capability doesn’t exist in-house, particularly for niche initiatives. Even where strong leaders are available, they are often already committed to existing priorities.

Interim Program Directors offer a practical alternative. They bring a wealth of expertise, sector-specific experience, and the ability to operate independently of internal politics. Importantly, they can focus on setting the program up for success without the land and expand model of the consultancy world.

Used well, interim leadership at this stage is not an added cost. It is an investment in clarity, realism, and better decision-making.

Shifting the mindset

The organisations that consistently deliver complex programs well tend to share one characteristic. They involve delivery expertise early, before plans become fixed and difficult to challenge.

They treat program leadership as a strategic design input, not just a delivery function.

That shift in mindset often determines whether a program starts with momentum or spends its early phases recovering from avoidable missteps.

A question worth considering

If you’ve been involved in shaping or sponsoring major programs, you’ll likely have seen both approaches in action.

When have you seen prompt hiring of an Interim Program Director materially improve the outcome of a program? And where has waiting too long made recovery harder than it needed to be?

Those experiences are often where the most valuable lessons sit.

Please contact Alan Herrity to explore this topic further.

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Why Detailed Assessment and Candidate Preparation is Key to Success

Tue, 13 Jan 2026 02:10:47 GMT

Why detailed assessment and candidate preparation is key to success

Every so often, a comment from a candidate makes you pause.

Recently, a Transformation Executive said something which made me proud.

“I’ve worked with a lot of search firms. You’re the most thorough person who’s ever represented me.”

A moment later, they added:

“I’ve never been prepared for an interview in the way you prepare your candidates.”

It’s always good to receive this kind of feedback, but it also reinforces something I’ve believed throughout my career: preparation isn’t a nice-to-have in Executive Search. It is fundamental to producing strong outcomes for both clients and candidates.

What “thorough” really means

At Momentum Search, our work is built on a simple premise:

A successful search depends on the clarity of the brief, the rigour of the assessment, and the level of preparation given to every candidate we put forward.

To do that well, we focus on two types of competency.

Functional competencies

These are the capabilities required to do the job – the technical skills, experience and executional ability. Years of service or industry background can provide useful context, but they’re not competencies. We look for evidence of what someone has actually delivered.

Behavioural competencies

This is how a leader operates: their judgement, resilience, communication style, and ability to lead through ambiguity. In many cases, these behaviours determine whether someone, will not only succeed in a role, but positively shape the organisation.

How we assess candidates

We test both competency sets at three points in the process:

An initial call to understand the individual and set expectations.
A structured, evidence-led interview - virtual or in person.
Comprehensive preparation before any client meeting.

At each stage, we’re looking for alignment to the brief, not a polished performance.

Candidates deserve support - but they must also be challenged. Getting that balance right is part of the craft.

A straightforward philosophy

Our approach doesn’t need to be complex.

We find the strongest talent available.
We test and prepare them properly.
We help them perform at their best for our clients
We build long-term partnerships on the back of consistent delivery.

When clients and candidates allow us to be thorough, the search process becomes clearer, faster, and more reliable. Everyone benefits from a higher standard.

Preparation isn’t our differentiator.

It’s the foundation of everything we do.

Please contact Alan Herrity to explore this topic further.

Case Study - Multi-Hire Program Managers (x3)

Mon, 15 Dec 2025 02:36:31 GMT

Case Study - Multi-Hire Program Managers (x3)

Role

Program Managers (x3) – multi-hire program.

Client Industry

Utilities.

The Challenge

The client was undertaking a confidential, enterprise-wide program of work as part of a significant operating model change , with material impact across the organisation.
Following the successful appointment of a Program Director , t he priority shifted to accelerating delivery by building out the next layer of program leadership. The client required three high-calibre Program Managers with proven experience in large-scale transformation delivered at pace and with absolute discretion.

Our Solution

Conducted a comprehensive market search , identifying and qualifying senior program leaders with niche experience in comparable enterprise-scale transformation programs .
Delivered a six-person shortlist , precisely aligned to the brief and the Program Director’s delivery requirements.
Designed and orchestrated a tightly controlled interview process , balancing speed, clear communication, and strong candidate care , while maintaining confidentiality at every stage.

Securing Leadership for Enterprise-Wide Transformation

The Result

Three of the six shortlisted Program Managers were successfully appointed , enabling the client to rapidly mobilise and accelerate delivery of the program.
The client has expressed strong satisfaction with the calibre of the appointed Program Managers and the quality of their delivery , reinforcing confidence in the program’s execution and outcomes.
The engagement reinforced MSS’s reputation for delivering high-calibre program leadership into complex, confidential environments, with strong client confidence in both process and outcomes.

Client Feedback

Not published due to confidentiality.
References available on request for comparable assignments.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

The best steering committees never need to steer

Thu, 11 Dec 2025 04:34:58 GMT

The best steering committees never need to steer.

When a major transformation program runs smoothly, this is not by accident. It is by design.

Steering committees play a vital role in governance, visibility and key decision making. They exist to align projects & programs with business strategy, oversee delivery, resolve major issues, and make the high-level decisions that shape direction and investment. When they work well, they give leaders confidence that complex initiatives are under control and moving towards their intended outcomes.

My view is that the most effective steering committees are often those with the least fuss. They don’t spend their time firefighting or unpicking surprises. This is not the intent of a steering committee. The focus is on validating progress, endorsing key decisions, and providing strategic guidance — because the real work has already been done.

The program leader’s real art

The difference lies in the quality of program leadership. The hard work is done in the lead up to the steering committee, this means:

Alignment. Stakeholders are engaged early, with shared understanding of priorities, scope, and success measures.
Anticipation. Issues are surfaced and resolved at working level, rather than escalating unnecessarily. Knowing when to escalate to remove roadblocks is key to success.
Clarity. The project/program narrative is consistent, transparent, and grounded in evidence — so there are no surprises.

When these fundamentals are in place, the steering committee becomes what it was always intended to be: a forum for strategic direction, not operational repair and firefighting.

Governance at its best

A well-run steering committee confirms that the ship’s on course, the crew is competent, and the captain has control. The conversation becomes higher value — focused on trade-offs, strategic risks, and emerging opportunities rather than tactical blockers.

That’s governance at its best: fit for purpose and effective, challenging but supportive.

What it says about leadership

Program leaders who reach this level of maturity focus on alignment, clarity, and trust. They create an environment where the steering committee’s confidence is earned, not requested.

When a steering committee spends its time on decisions rather than disagreements, you know the program is being led — not just managed.

Please contact Alan Herrity to explore this topic further.

Why Every Board Needs Technology Fluency - and What That Really Means

Tue, 25 Nov 2025 01:08:09 GMT

A conversation with an executive recently reframed something many boards are still grappling with. The real blind spot in boardrooms isn’t just a lack of technical understanding. It’s the confidence to interpret technology investments through a strategic lens — how they enable the business, improve risk, and ultimately strengthen customer experience.

If a board sees a $50 million cloud program purely as IT infrastructure, the conversation is already heading in the wrong direction. The strategic case for technology is, in effect, the case for digital transformation. That means understanding how the change reshapes process performance, customer visibility, and operational resilience.

As that executive put it, a true digital transformation “exposes your process performance to your customers.” It’s a useful test: if your customers could see exactly how your processes work, would they still choose you? That’s the difference between technology as cost and technology as capability.

Technology Fluency Isn’t About Technical Depth

Boards don’t need more technologists. They need directors who can recognise what technology enables — growth, speed, resilience, and transparency. That has always been the requirement. The gap today is that these decisions now sit at the centre of strategy rather than the periphery.

Digitally fluent boards
Link investment to strategy, not infrastructure
Differentiate between modernisation and transformation
Understand customer impact as clearly as cost impact
Assess risk in operational, cultural, and technology terms

Where boards struggle is usually not with the technology itself, but with context. They miss how decisions play out culturally — the hidden signals in execution that determine whether a transformation will land. As one executive in my network put it, “the distance between the board and where the work happens means cultural signals get lost.” His view is right; culture remains one of the quietest destroyers of transformation success.

The Strategic Value of Technology Leaders on Boards

This is where experienced Technology Executives add real value. However, not as technical custodians. The strongest candidates position themselves as enablers of strategy, stewards of risk, and commercial contributors who can translate complexity into clarity.

They can articulate why a transformation matters, how it links to the operating model, and what the organisation needs to do to ensure customers feel the benefit. They don’t talk about platforms first; they talk about outcomes.

The best ones move comfortably between strategy, execution and culture. They can explain the positive impact on the P&L in ways that resonate with non-technical colleagues. That’s what differentiates a board-ready technology leader from one who’s simply senior in their function.

Boards Need to Close Their Own Blind Spots

Technology Executives bring essential perspective, but the responsibility doesn’t sit with them alone. Boards need to identify where their blind spots are — whether that’s digital capability, data literacy, transformation oversight, or cultural interpretation — and close them.

A digitally fluent board isn’t one with a single expert. It’s one in which the full group can challenge assumptions, interrogate investment cases, and understand how transformation affects customers, risk, and strategy.

When they do lead a major transformation, the job isn’t finished when the program ends. The most effective boards review, assess, and learn. Continuous change means there’s no moment for relief. If a board feels the work is “done”, that’s usually the signal that it’s time to evolve again.

What This Means for Technology Executives Preparing for Board Roles

For leaders aiming to step into governance roles, the expectation has shifted.

Position yourself as someone who:

Enables strategy, rather than represents a function
Understands risk in operational and technology terms
Can show a clear link between transformation and commercial outcomes
Brings the cultural awareness to read execution signals early

Boards don’t need technologists. They need technology-literate strategists with the experience to make change investable and the judgement to ensure it succeeds.

Closing the Gap

Business models, customer expectations, and technology capability will continue to move at pace. The organisations that thrive will be those whose boards understand how technology shapes value — not as a technical discipline, but as a strategic one.

For many boards, that shift is still underway. For Technology Executives, it’s a clear opening to contribute where the business needs clarity most. If both sides step towards each other, the blind spot closes.

Please contact Alan Herrity to explore this topic further.

When a Sideways Move - Or an Interim Role - is the Smartest Move

Tue, 11 Nov 2025 23:42:44 GMT

The Quiet Crossroads Every Transformation Leader Reaches

You’ve been offered a lateral move.

You might feel that it’s a step back.
Your mentor says take it.
You’re torn.

That tension — perceived progress versus pragmatism — is one I see often.
Recently, a CIO I know asked me about the pros and cons of a sideways step.
On paper, it can look like a setback. In reality, it can set the stage for the next big leap.

“Careers aren’t ladders anymore. They’re landscapes - and the best leaders learn to navigate them".

Four Real Ways Careers Move Forward

Careers rarely move in straight lines. In truth, there are four ways to grow — each valid in its own season.

The mistake is assuming progress only counts when it points north.

Career Direction Compass

When executives hit a crossroads, I often use four simple questions — my “Career Compass ”:

Purpose: How does this align with your long-term goals?
Exposure : Will new stakeholders and teams see what you can do (often in a different industry)?
Learning: Will it stretch you?
Momentum: Will you make progress?

If you can tick three of these four, you’re moving forward — no matter what your title says.

Why Lateral Moves Work

A lateral move isn’t a pause — it’s a pivot.
It can broaden your view, deepen your network, and keep your momentum when markets tighten.

Why Interim Roles Deserve Respect

I’ve seen more leaders find renewal and energy in interim work than they expected.
It’s not a placeholder. It’s proof of adaptability. For many, it’s a career choice.

Interim roles can help you:

Deliver impact while exploring your next move.
Learn from different sectors and business rhythms.
Prove your agility under pressure.
Build connections that outlast the contract.

As mentioned, this becomes a career path for many, often resulting in a portfolio career approach or fractional roles.

Balancing Ambition with Reality

Every career decision lives inside a bigger picture — family, energy, timing, money.
The best leaders don’t ignore that context; they work with it.

“There’s wisdom in knowing when to stretch and when to consolidate.”

Key Takeaways

A few thoughts I share most often with the executives I advise:

Growth isn’t always vertical. Breadth builds resilience and experience.
Measure progress by purpose, learning, and momentum.
Stay visible. Projects and interim work keep doors open and open up avenues that you may not have considered.
Own your story. You should be able to explain the why behind each move.

Final Thoughts

The most strategic move isn’t always upwards. It’s the one that strengthens who you are — not just what you do.

Careers evolve in every direction. The leaders who thrive are the ones who move intentionally.

Please contact Alan Herrity to explore this topic further.

Case Study - General Manager - IT Project Services

Mon, 10 Nov 2025 02:48:11 GMT

Case Study - General Manager - IT Project Services

Role

General Manager, IT Project Services.

Client Industry

Healthcare — large-scale organisation with multiple sites across Australia.

The Challenge

Momentum Search & Selection was engaged to deliver a discreet executive search for a pivotal IT leadership role. The client’s IT Project Services function lacked structure, mature governance, and adequate resourcing. The challenge was to identify a senior leader capable of transforming delivery capability, instilling sustainable processes, and elevating program performance across a geographically dispersed health network.

Our Solution

Conducted a full diagnostic in partnership with the CIO to define the ideal leadership profile and clarify strategic priorities.
Mapped the national talent market for executive-level IT programme leaders.
Delivered a rigorously vetted longlist of engaged, qualified candidates.
Co-created a focused shortlist of five finalists, each presented with detailed insights via Momentum’s proprietary Video Talent Dashboard Solution .

Strengthening Leadership for Enterprise IT Delivery Excellence

The Result

The General Manager – IT Project Services was appointed. She established a structured project delivery framework, implemented formal governance and portfolio management processes, and introduced annual capital planning for IT initiatives. Working closely with the CIO, the leader has refreshed and executed a renewed IT strategy, delivering measurable uplift in programme performance and organisational capability.

This appointment transformed an immature IT function into a disciplined, outcome-focused function — achieved despite constrained budgets and a competitive market.

Momentum’s Video Talent Dashboard Solution enabled the client to preview shortlisted candidates’ live interview responses to three selected questions from the full interview. This streamlined the evaluation process, reducing total interview time by 40–70% and providing the leadership team with a richer, more holistic view of each short-listed candidate.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - General Manager, Transformation & Enterprise Project Management Office (EPMO)

Mon, 10 Nov 2025 02:48:09 GMT

Case Study - General Manager, Transformation & Enterprise Project Management Office (EPMO)

Role

General Manager, Transformation & Enterprise Project Management Office (EPMO).

Client Industry

Healthcare — Private Equity–owned national group.

The Challenge

Momentum Search & Selection was engaged to conduct a critical executive search for a healthcare organisation newly acquired by a private equity firm. Despite operating multiple healthcare facilities across Australia, the business lacked an enterprise-wide project management office to coordinate strategic initiatives and uplift delivery capability.

The challenge was to identify a senior leader capable of establishing this function from the ground up — embedding governance, portfolio discipline, and transformation leadership across a complex, multi-site environment.

Our Solution

Partnered closely with the Chief Financial Officer and Managing Director of the private equity parent company to define priorities and success criteria.
Conducted a comprehensive national market search for senior transformation and EPMO leaders.
Presented a qualified longlist, collaboratively refined into a targeted shortlist of four finalists.
Supported the client through each stage of evaluation, leading to the successful appointment of the General Manager, Transformation & Enterprise Project Management Office (EPMO)

Establishing Leadership to Embed Enterprise Delivery Discipline

The Result

The appointed leader established the organisation’s first Enterprise Project Management Office — a transformational step in creating structure, visibility, and delivery governance across the business.

Key achievements included:

Creating and operationalising an enterprise-wide EPMO.
Prioritising and governing a portfolio of strategic projects.
Uplifting enterprise delivery capability and governance standards.
Supporting the executive team through the early stages of the COVID-19 pandemic.

The appointed General Manager remained with the organisation for more than two years, embedding lasting transformation capability. The success of this engagement led to multiple subsequent leadership appointments — a clear endorsement of Momentum’s partnership approach and delivery quality.

Client Feedback

Further strategic assignments were completed with the same healthcare client, reflecting continued trust and alignment. Testimonial can be provided upon request.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Head of Transformation

Mon, 10 Nov 2025 02:48:06 GMT

Case Study - Head of Transformation

Role

Head of Transformation.

Client Industry

Payments.

The Challenge

A rapidly scaling payments organisation had previously attempted to establish a transformation office without success. Momentum Search & Selection was engaged to diagnose why earlier efforts had failed and to lead a retained search to identify the right leader to deliver sustainable change.

The client required a transformation executive capable of embedding structure and governance while thriving in an agile, entrepreneurial environment — balancing strategic vision with delivery discipline.

Our Solution

Momentum conducted a comprehensive targeted talent mapping exercise across the transformation leadership market. We identified executives with both enterprise-scale delivery experience and proven success in SME or start-up environments.

From this mapping, a Qualified, Interested, and Assessed (QIA) pipeline was developed — ensuring all candidates were leadership-ready, technically capable, and culturally aligned. Working in partnership with the client’s executive team, Momentum co-created a confidential shortlist of four outstanding candidates.

The appointed individual demonstrated exceptional transformation expertise, the agility to operate in a fast-growth environment, and the gravitas to influence at board level.

Securing Leadership to Sustain Organisational Transformation

The Result

The appointed Head of Transformation quickly delivered measurable organisational impact by:

Establishing a portfolio management framework aligned to strategic priorities.
Integrating an Agile Centre of Excellence with a traditional PMO.
Revising the project investment governance framework , improving transparency and decision-making.
Reducing staff attrition through enhanced leadership visibility and delivery confidence.
Successfully leading two major transformation programmes , central to the organisation’s growth trajectory.

Client Feedback

None applied for this case. The engagement highlights the critical importance of identifying candidates who have successfully operated within scale-up or start-up cultures — a key determinant of transformation success. Testimonial can be provided upon request.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Program Director – Confidential Initiative

Fri, 24 Oct 2025 01:21:54 GMT

Case Study - Program Director – Confidential Initiative

Status

Completed Assignment (Confidential).

Role

Program Director to lead a confidential, organisation‑wide initiative.

Client Industry

Energy

The Challenge

The client was preparing to launch a confidential initiative with material impact across the entire organisation.
We worked under NDA and provided a discreet, time‑efficient search process that protected sensitive information while attracting top‑tier program leadership talent.

Our Solution

Conducted a comprehensive market search to identify and qualify high‑calibre program leaders with relevant enterprise‑scale transformation experience.
Presented a five‑person shortlist aligned to the brief and confidentiality constraints.
Orchestrated a tightly controlled interview process with clear communications and candidate care, maintaining discretion at every step.

Securing Leadership for Enterprise-Wide Transformation

The Result

Program Director appointed.
The appointed leader has subsequently recruited three additional Program Managers to accelerate delivery of the confidential program.
The client is now progressing the initiative with an embedded leadership team and preserved confidentiality.
Momentum’s original appointment expanded to three further leadership hires , evidencing delivery quality and client trust.

Client Feedback

Not published due to confidentiality. References available on request for comparable assignments.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

A Senior Transformation Executive told me the Following

Thu, 21 Aug 2025 09:14:33 GMT

Recently, I had lunch with a Senior Transformation Executive who'd been a candidate in a Momentum Search and Selection-led search late last year. While he didn’t land that particular role, we stayed in touch and often discussed different opportunities. Today, he’s thriving in a new opportunity — and he credited some of our conversations as a key part of his journey.

I was genuinely pleased to get that feedback from someone I respect. He’s a strong Transformation Executive, and he told me he felt I was invested in helping him succeed — even though the process for the role he secured wasn’t mine to run. I’d worked in the industry he was joining, so I shared some insights that proved helpful.

What stuck with me most was this: he said working with Momentum felt different from the global firms. More attentive. More thoughtful. More invested. That prompted me to reflect on what truly sets us apart from the SHREK search firms.

The SHREKs Have Reach. But Is That Enough?

There’s no question that the SHREKs are powerful brands. They have scale, global reach, and a long-standing presence. However, when it comes to Digital, Technology and Business transformation in the APAC region, scale alone isn't a guarantee of success. In fact, clients have come to us after a SHREK-led process has failed.

Why? Because too often, the model prioritises speed and brand reputation over outcomes and rigour. SHREK’s invoicing process is based on time, not milestones. They often rely on black books of familiar names instead of mapping the market thoroughly. Their processes, while established, can lack the agility and transparency required for today's complex transformation environments.

What Candidates Tell Us

That same Senior Transformation Executive told me:

"You were genuinely interested in me, not just the process."
"You helped me prepare – even for interviews you weren’t running."
"No one else gave me that level of care or feedback."

At Momentum Search and Selection, candidate care isn’t an afterthought. It’s foundational. We brief every candidate, give honest feedback, and provide interview coaching that actually challenges and prepares them. Our role is to help you shine.

The Process Matters

We follow a tried and tested retained search methodology, refined to be faster, leaner, and more collaborative:

Diagnostic First: We start by understanding the real recruitment problem. We then propose the appropriate solution.
Tailored Strategy: In one recent case, a client needed a Head of Technology and also had to exit the incumbent. We proposed a short-term interim solution and a parallel retained search. They agreed. We completed both assignments.
Market Mapping: Every search maps the whole market – leveraging networks and research to ensure no stone is left unturned.
Weekly Steering meetings: Clients get full transparency with weekly updates. They see the longlist building. They can resteer the search if needed. This level of visibility creates trust and provides great insights.

Outcomes Over Optics

SHREKs have a 67% completion rate on retained assignments. That means 1 in 3 fail. (Here’s one of the key reasons recruitment processes fail — and how we fix it.) At Momentum Search and Selection, we’ve never failed on a retained or executive search.

That’s not by luck. It’s by design.

We invoice based on outcomes, not time elapsed. We work with our client where we are both committed to solving the problem.

A Better Way to Partner

To the senior leaders we work with – CIOs, CDOs, Program Directors, Chief Transformation Officers – we bring a trusted, proven search process with decades of expertise in the world you operate in. We’ve been in Digital, Technology and Business transformation for over 20 years. We know what good looks like. And we know that best-fit talent isn’t always sitting in someone’s contact list.

Choosing Momentum Search and Selection means choosing:

A process designed around your challenge.
A partner who respectfully challenges your assumptions.
Transparency at every stage.
Real care for both client and candidate experience.

The safest choice isn’t always the biggest brand. Sometimes, it’s the one that actually understands you.

If you have a confidential, Senior or Niche recruitment challenge, I’d be happy to share more about our approach. Email me at alan@momentumsearch.com.au

Alan Herrity
Director
Momentum Search and Selection

The War for Talent Has Become the War for Personal Branding

Thu, 21 Aug 2025 06:22:43 GMT

Back in 1997, McKinsey coined the phrase 'The War for Talent'. That war hasn’t gone away—however, it has evolved. In today’s digital world dominated by smartphones, platforms like LinkedIn, and an endless stream of content. With many of the candidates I represent, it increasingly feels like we’re in a war for personal branding.

It’s a shift I’ve been observing for some time. As an Executive Search consultant, I spend a lot of time helping people with their CVs, LinkedIn profiles, and career development. What I see consistently is this: whilst applying for roles is technically easier than ever, standing out in a meaningful, credible way is much harder.

Why Personal Branding Matters

Applying for a job today can take just a few clicks. However, that speed has made the process noisier and more impersonal. Your digital presence has become more than just a supplement to your CV—in many cases, it’s your first impression, your perceived reputation, and your career narrative all in one.

For instance, I often work with technology and transformation leaders—CTOs, CIOs, and COOs—who are driving high-impact digital initiatives. Yet many struggle to stay visible outside their organisations. Internally, their contributions are substantial; externally, their presence is almost invisible. Some leaders feel that the “Personal Branding” on LinkedIn and other platforms is not authentic, and they want their work to speak for itself. However, I do feel that this shift is of increasing importance, and you need to embrace it in some way.

Three Branding Styles I See in the Market

In my experience, professionals tend to fall into three groups:

The naturals of personal branding : They share insightful content, highlight team achievements, and show how they think and lead. It feels authentic and aligned with what they actually do in the workplace.
The well-intentioned but misaligned : They post regularly, but their content doesn’t reflect their work or strengths. There’s a gap between what they do and what they show. LinkedIn is awash with personal branding, my industry included, where many of the posts really do not align to a work purpose.
The traditionalists: Some leaders prefer more personal, direct ways of connecting. They’d much rather have a good phone conversation or a coffee—an opportunity to share their skills, experience, and leadership style through genuine, one-on-one conversations. I do feel that you need to be able to do a bit of both these days. I often witness situations where senior leaders and Executives have neglected their networks and personal brands because they have been rightly focusing on the job at hand.

I’ve met brilliant candidates who didn’t have a well-written CV or a personal brand who are exceptional. Equally, I’ve also seen impressive-looking CVs and personal brands that didn’t hold up under scrutiny. Branding isn’t the full story, it has become an important piece of the puzzle.

Finding the Right Balance

One risk I often see, especially on LinkedIn, is the temptation to overshare personal content. It’s easy to drift away from your professional narrative or dilute your message. I suggest aiming for an 80/20 balance: 80% professional, 20% personal.

That 80% should highlight your work outcomes, leadership insights, industry trends, and team successes. The remaining 20% can be more human—a personal anecdote, a family milestone, or something meaningful. That balance helps you show up as a well-rounded person and a credible professional.

When your personal brand becomes disconnected from your work brand, it is likely to weaken your message about who you are and what value you bring.

Building Your Brand Without Burning Out

This is the area that busy senior Managers and Executives often struggle with. My view is that you don’t need to post every day. And you don’t need to reinvent yourself.

Here’s what I recommend:

Start small and be consistent. One or two posts a week is a great start. I personally use a calendar reminder to help me stay on track.
Share industry articles and add your perspective. This is an easy way to demonstrate thought leadership. This is what really sparks my interest in you.
Celebrate your team’s wins. Leadership isn’t just about personal success—it’s about elevating others.
Keep your LinkedIn profile up to date. Think of LinkedIn as your real-time professional portfolio.
Stay connected offline too. Attend events. Keep in touch with executive search consultants. Schedule catch-ups even when you’re not actively looking for work.

We recently shared a short video on this topic: Transformation Leaders: Don't Let Your Network Go Cold — available now on our YouTube Channel.

I’m not trying to be an influencer or a personal branding expert —my aim is to assist the reader to be consistent, professional, and insightful to their networks.

What About Those Who Dislike Self-Promotion?

If you’re someone who doesn’t like the idea of “self-promotion”, you’re not alone. Some of the best leaders I work with feel the same.

But branding isn’t bragging. It’s storytelling. It’s about making sure your story doesn’t get lost and you promote yourself for the right reasons.

Even if all you do is post once a fortnight with an insight or reflection, you’re making your presence felt. And when opportunities arise, you are more likely to be on a future company’s or search firm’s radar.

Final Thoughts

When I work with clients on retained executive searches, we assess every candidate against clear criteria. We don’t choose people based on who posts the most.

Ultimately, your brand should reflect who you really are—not just buzzwords. Focus on leadership behaviours, problem-solving ability, and how others experience working with you.

Alan Herrity

Director

Momentum Search and Selection

Case Study - Program Director - Cyber Security

Fri, 08 Aug 2025 07:30:15 GMT

Case Study - Program Director - Cyber Security

Client Industry

Utilities

The Challenge

A major utilities organisation on Australia’s eastern seaboard recognised the need to significantly uplift its cybersecurity posture across its operations. To address this, they required a confidential search for a newly created Program Director position — a senior leadership assignment reporting directly into the C-suite and the board.

Several high-priority initiatives were identified to strengthen cyber resilience.
The mandate was to lead a multi-year cybersecurity uplift program.
The search required a Program Director with proven experience reporting to board-level stakeholders.
The assignment was conducted confidentially due to its strategic and operational sensitivity.

Our Solution

Momentum Search and Selection was retained to deliver a discreet, high-impact appointment. Our structured, methodical search process included:

Talent Mapping : Conducted a comprehensive talent map of the market.
QIA Longlist : Built a pipeline of candidates who were Qualified, Interested, and Assessed — not just available.
Shortlist Delivery : Presented a 3-person shortlist, each benchmarked for strategic fit and leadership capability.
Confidential Process : All candidates signed NDAs at the outset to maintain assignment confidentiality.
Leadership Profile : Each candidate brought dual experience: complex program delivery and leading large-scale teams, particularly within utilities environments.

 Securing Leadership for a Multi-Year Cyber Uplift

The Result

The successful hire brought a proven track record in delivering multi-year cybersecurity programs, with experience leading internal teams and managing external vendor relationships, all while engaging confidently at C-suite and board level.

The cybersecurity uplift program is underway and scheduled for completion by the end of 2025.
The hire is successfully delivering the program while the organisation undergoes a broader restructure.
One stakeholder confirmed:
“Momentum Search and Selection is now our preferred supplier in the project services and transformation space.”

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

One of the Key Reasons Recruitment Processes Fail — and How to Fix It

Mon, 04 Aug 2025 06:51:56 GMT

Why the briefing meeting is the most under-leveraged step in hiring — and what top-performing organisations do differently.

It may look like a simple meeting, but in my experience, the briefing is where success begins or quietly starts to unravel.

At Momentum Search and Selection, we’ve seen it firsthand: misaligned stakeholders, lengthy delays, and disengaged candidates all traced back to a rushed or vague briefing meeting. The reality? In a search, failure rarely starts from poor CVs or bad interviews. It begins well before that. If stakeholders aren’t aligned, something is likely to go wrong and usually does. A rushed or vague briefing almost guarantees missteps later, and they’re often costly.

The solution? A thorough, strategic briefing that sets the direction of the entire process.

Why Briefing Meetings Matter

Whether you're hiring a Chief Digital Officer, Program Director, or Head of Change, the briefing meeting isn’t just an administrative kick-off; it’s a must-do alignment session.

“It’s where we align every element of the brief, from industry-specific skills and behavioural traits to target companies and compensation. If we don’t get this right upfront, something is likely to go wrong and usually does. We partner with our clients to solve these challenges. The briefing meeting sets the direction for the entire search."

A strong briefing meeting ensures:

A clear, compelling story of the role and its impact.
Agreement on success criteria and hiring outcomes.
Alignment on both functional and behavioural competencies.
Early identification of roadblocks or sensitivities, such as companies not to approach.
A strategic partnership that saves time later in the process.

When this step is undervalued or skipped, the consequences ripple fast: vague shortlists, candidate dropouts, stakeholder friction — and ultimately, a failed or delayed appointment.

What a Best-in-Class Briefing Looks Like

Personally, I won’t run a search without a full, strategic briefing. It’s that foundational.

We use a proven structured diagnostic process to uncover the real drivers behind the hire, followed by a briefing framework that aligns stakeholders on every front. It helps answer critical questions such as:

Why is this role business-critical right now?
What are the three to five outcomes this person must deliver in the role?
What does a top-performing candidate want to know before they engage?
Which companies and candidates are off-limits — and which are targets?
How do we craft an EVP that speaks to passive, in-demand talent?

Here's our guide to building a market-leading EVP.

“We recently placed a Head of Technology after the client had tried and failed with another agency. The difference? We invested time up front, with a proper diagnostic and a detailed briefing meeting. That’s what made the outcome faster and stronger.”

The process also includes:

Cultural and organisational context.
Clarity on compensation and progression.
Agreement on off-limits companies, discreet targets, and talent pools to avoid reputational risk.
Planning for candidate engagement and search milestones.
Ongoing market intelligence, salary benchmarks, competitive positioning, and diversity trends.

It’s how we ensure every candidate conversation reflects the true opportunity, not just the job spec.

The Commercial Case for Getting It Right

Briefing meetings aren’t just about alignment; they deliver clear commercial value for senior decision-makers:

Managing Directors and CEOs gain speed and precision in hiring aligned to strategic outcomes.
Chief People Officers secure culturally aligned hires with long-term potential.
Program and Delivery leaders avoid costly mid-search pivots by scoping success early.
CDOs and CIOs engage niche talent with sharper messaging and better market context.

“It’s an investment. One proper briefing meeting saves hours later. If it’s skipped, you’re likely to waste time, lose candidates, or hire the wrong person.”

What Candidates Notice — and Why It Matters

A well-run briefing doesn’t just benefit the client. It also shapes a better candidate experience.

“When we can articulate the EVP, team dynamics, leadership style, visibility of the role, and exciting initiatives, candidates light up. A proper briefing gives us the depth to tell the right story.”

Without this, candidate interest fades. With it, engagement deepens.

Briefings Are Evolving — and Getting Smarter

As recruitment becomes more data-led and AI-powered, briefing meetings now include insights on:

Competitive talent flows (who’s losing talent to whom).
Emerging job titles and skills.
Diversity benchmarks.
Real-time salary data by industry, geography, and company size.

This data helps clients understand where they stand and what it will take to compete in a changing market.

Explore how we apply a data-driven approach to diversity in recruitment.

“It’s not just salary benchmarks; it’s also knowing which competitors are losing talent, emerging job titles, and diversity insights. These are already part of how we inform clients and shape smarter searches.”

Momentum’s Perspective

We treat briefing meetings as the launchpad for every successful hire. It’s where strategy, messaging, and alignment are forged, and where we set a smart pace for the rest of the search.

“It’s not just about filling a role; it’s about building the right partnership from the start. That’s how we deliver results that last.”

Final Thought: Invest at the Start to Win Later

A strong hire begins with a strong brief.

For critical roles, where every week counts and missteps are costly, the briefing meeting isn’t optional. It’s the difference between a successful search or a stalled and potentially costly outcome.

Looking to secure senior talent that delivers impact from day one? Contact Alan Herrity at alan@momentumsearch.com.au

Alan Herrity

Director

Momentum Search and Selection

Overcoming Hiring Challenges in a Shifting Regulatory Environment

Mon, 14 Jul 2025 08:35:05 GMT

Introduction

Since the 2018 findings of Australia’s Royal Commission into misconduct in the Banking, Superannuation, and Financial Services Industries, regulatory reform has continued to accelerate.

APRA’s mandates, such as CPS 230, CPS 234, AASB 17 and Payday Super — have reshaped how organisations operate. As a result, many organisations have mobilised regulatory programs quickly, often under delivery pressure.

Having supported clients through regulatory transformation since the first wave of post-Royal Commission programs, we’ve seen firsthand how the right hire — made at the right time — can set programs up for success.

Specifically, the need for highly targeted and discreet appointments — at both leadership and program levels with regulatory expertise — has become a strategic priority.

Understanding the Regulatory Hiring Landscape

We’ve seen several reasons why regulatory hiring presents unique challenges:

High-demand talent is already engaged. Since 2018, individuals with regulatory program experience have remained in steady demand—often continuously engaged across banking, superannuation, and insurance projects. These candidates are not typically applying for roles; they must be identified, referred, or headhunted directly.

Confidentiality is critical. Many of these roles involve approaching talent from competitors, demanding discretion and professionalism.

Role clarity evolves. Regulatory programs often begin with high-level roadmaps. In the case of APRA, organisations are expected to proactively define how to meet regulatory milestones. This shifting context demands teams who are adept at managing ambiguity and aligning solutions with regulatory intent.

Hiring delays don’t just slow progress—they can impact program timelines, regulatory milestones, and governance reporting at the board level.

Why a Diagnostic-Led Approach Is Essential

At Momentum Search and Selection, we begin each engagement with a structured diagnostic. It clarifies:

The regulatory obligations in scope

The program structure and delivery timelines

The specific capability and experience required to execute

This diagnostic phase is critical, particularly when briefs are evolving or direction is still emerging.

Many organisations initially turn to large consultancies, but what they often need is something more targeted, a contractor who brings the right crossover. The strongest candidates typically sit in the “Venn diagram“ where practitioner experience meets deep regulatory understanding.

A robust diagnostic doesn’t just define requirements—it provides structure, reduces the risk of mis-hiring, and ensures that each role is designed with intent, even when regulatory mandates are still taking shape.

What a Regulatory Program Team Typically Looks Like

The structure of a high-performing regulatory program team often includes:

Executive sponsor with board-level ownership and buy-in

Program Director with proven experience leading regulatory transformation

Practitioner-level roles such as Project Managers, Business Analysts, Risk Specialists, and Change Managers

Specialist contractors who bring both delivery capability and domain expertise

“You need the right executives to lead regulatory transformation. Then, appointing the right Program Director is absolutely key.”

Contractors tenure typically reflects the lifecycle of the program. As delivery milestones are reached, the need for roles naturally tapers. Understanding this cycle is critical for workforce planning.

Regulatory Program leaders don’t just look for role clarity—they look for executive and board-level buy-in. Without that, even the best-structured teams struggle to gain momentum. Executive and board-level sponsorship is key. We explore this further in The Key to Executive Search: Aligning Stakeholders from the Outset, where early alignment among senior stakeholders is shown to be a differentiator in search outcomes.

Why Traditional Hiring Models Fall Short

Many organisations attempt to fill regulatory roles through conventional recruitment channels. In our experience, these approaches fall short due to three key assumptions:

That suitable candidates are available and applying

That a job ad will reach the right people

That consultancies can always supply tailored talent for niche regulatory needs

In reality, the best candidates are already delivering value elsewhere. They must be approached directly and discreetly. Partnering with a search firm like Momentum Search and Selection is essential.

The Momentum Search and Selection Approach

Our regulatory hiring methodology is consistent, structured, and outcome-focused. It applies to both permanent and interim roles:

Structured diagnostic to define the problem

2. Stakeholder alignment and brief development

3. Market mapping and planning

4. Discreet outreach through our network and headhunting

5. Weekly steering meetings for transparency and progress

6. Presentation of a refined, high-quality shortlist

As we’ve discussed in The Strategic Role of Steering Meetings in Retained Search , this regular cadence ensures transparency, alignment, and momentum across all stakeholders—especially in high-pressure regulatory contexts.

This process instills confidence, transparency, and alignment. Whether the role is interim or permanent, our approach remains consistent—diagnostic-led, discreet, and outcome-focused.

“Interim management is often the faster path to capability—especially when regulatory timelines are fixed and non-negotiable.”

In one recent engagement, we delivered a curated shortlist of three highly qualified candidates — sourced from our network and presented within weeks — each vetted for regulatory expertise, cultural fit, and execution capability.

Regulatory Hiring Beyond Financial Services

We are seeing in the energy sector the NEM Reform Program—established by AEMO—is driving demand for regulatory talent. This initiative supports the post-2025 reforms and requires utilities to deliver on energy market mandates with precision and accountability.

Across sectors, we’re seeing increasing demand for senior talent with regulatory expertise in areas such as:

Operational risk

Cyber resilience (e.g., under CPS 234)

Data governance and privacy

These roles require professionals who can interpret evolving regulatory expectations and translate them into operational outcomes within complex environments.

Human-Centric Leadership Is Critical

Our experience working with clients confirms what many already know: these programs are hard work. They're not easy—and they come with real pressure due to the impact they have on the organisation.

Beyond technical skill sets, leaders need to be comfortable working with ambiguity, showing strong direction, and supporting their teams under demanding conditions.

The most effective leaders build trust and resilience while delivering under scrutiny. Humanistic leadership is a critical success factor in regulatory transformation.

Conclusion

Hiring for regulatory transformation isn’t transactional—it’s strategic. It demands discretion, clarity, and real-world understanding of how to execute under regulatory oversight.

Momentum Search and Selection partners with organisations across financial services, energy, and beyond to secure the right people for high-impact roles—the first time.

For a confidential conversation, contact me directly at alan@momentumsearch.com.au

Alan Herrity
Director
Momentum Search and Selection

Case Study - Head of Technology

Fri, 13 Jun 2025 08:25:33 GMT

Case Study - Head of Technology

Client Industry

Industrial Sector.

The Challenge

Following the successful delivery of our interim leadership assignment to stabilise the technology function, we were retained to lead the search for a permanent Head of Technology.

The interim assignment had achieved immediate impact: stabilising delivery, restoring executive confidence, and positioning the function for long-term strategic impact. The longer-term challenge was to appoint a permanent leader who would:

Build long-term capability and develop the existing team
Align technology with the organisation’s 3–5 year strategic plan
Operate with board visibility and drive enterprise-wide value

This was a business-critical mandate requiring a disciplined, insight-led search to ensure the right long-term appointment.

Our Solution

Momentum Search and Selection applied its Retained Search methodology to deliver a full-market process, ensuring every viable candidate was surfaced and assessed against both capability and cultural fit.

Conducted targeted talent mapping across industrial and adjacent sectors, focusing on organisations of similar scale and complexity.
A Qualified, Interested and Assessed (QIA) longlist of nine candidates was delivered within agreed timelines.
Weekly steering meetings ensured EVP alignment, stakeholder calibration, and candidate feedback loops throughout the process.
A co-created shortlist of four candidates progressed to final interviews — including the interim leader, who formally entered the process after expressing interest in the permanent role.
Facilitated a fair, transparent, and insight-led selection process, supporting both client and candidates with decision-making confidence.

Retained Search. Proven Results.

The Result

The interim leader was appointed permanently after competing alongside a strong external shortlist and demonstrating their ability to drive long-term strategic outcomes. The process gave the client assurance that the best candidate had been chosen through a comprehensive, merit-based approach.

Since stepping into the permanent role, the Head of Technology has:

Stabilised and re-energised the team
Aligned the function’s roadmap to business strategy
Introduced a long-term vision for AI, data, and digital service delivery
Given the executive team renewed confidence in the value and trajectory of the technology function

The client described the process as “robust, disciplined, and outcome-focused,” highlighting the quality of the candidate pipeline, the structure of the engagement, and the accountability Momentum Search and Selection brought to every stage.

This assignment marks our second successful leadership hire for the organisation, confirming our position as a trusted strategic search partner across both interim and permanent mandates.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Interim Head of Technology

Tue, 27 May 2025 08:08:28 GMT

Case Study - Interim Head of Technology

Client Industry

Industrial Sector

The Challenge

Momentum Search and Selection was introduced to the CEO of a Melbourne-headquartered organisation facing an urgent leadership challenge. The Head of Technology was exiting, and the organisation needed a stabilising presence discreetly and urgently.

Key Complexities Include

The organisation had reached a critical juncture: replacing the incumbent was essential, but doing so without destabilising operations required swift, discreet action.
There were risks to project delivery, critical system stability, and the potential for a period of instability within the team.
A previous recruitment agency had been discreetly supporting the client but was unable to identify and appoint a suitable leader within the required timeframe.
The client needed a combination of strategic skills and the ability to be hands-on and drive delivery. The candidates who had been previously presented were either too strategic or lacking in the depth required to perform this role.

Momentum Search and Selection was asked to rapidly assess the situation and advise on a solution. Our differentiation is defined by our ability to combine our extensive executive search experience with agile interim delivery.

Our Solution

We conducted a situation diagnostic and agreed with the client that the most effective course of action was to appoint an Interim Head of Technology to ensure continuity and operational stability.

We used our trusted network and discreetly identified and secured an interim technology leader who could inherit a challenged function and deliver immediate impact. Our candidates are known and trusted experts.
The interim executive was onboarded smoothly, quickly integrating with senior stakeholders and ensuring business-as-usual performance during a period of transition.
We proposed an Interim Solution for the short-term and urgent requirement. We also agreed to run a comprehensive retained search for the long-term employee solution.

The Result

Appointment completed within a few weeks of initial engagement.
The interim executive provided immediate stability and leadership.
The Interim Head of Technology swiftly stabilised the team, managed project delivery risks, and mitigated key systems risks alongside addressing additional technology priorities.
The client’s CEO, CFO and senior leadership team expressed high satisfaction with the pace, rigorous process, and quality of delivery.
Our successful interim management outcome enabled the organisation to pause and plan a robust retained search for a permanent successor. This search was also carried out by Momentum Search and Selection.

Interim Leadership. Immediate Impact.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

The Strategic Role of Steering Meetings in Retained Search

Mon, 12 May 2025 12:13:42 GMT

In retained search, structure and transparency are paramount. These high-stakes engagements typically unfold over 4–6 weeks and demand precision, proactive communication, and stakeholder alignment at every stage. Whether you’re hiring a Chief Digital Officer, Program Director, or Transformation Leader, the right appointment can have a profound impact on your organisation.

As outlined in our article on why retained search is crucial for critical hires , these roles require more than just a good hire—they demand strategic alignment and long-term value.

Typically held weekly, steering meetings serve as a consistent touchpoint for the search team and client to review progress, address challenges, and ensure alignment. It is crucial to involve the key stakeholders, who are the decision-makers and key influencers specific to the search, right from the start to maintain alignment.

A focused steering meeting, even just 10–15 minutes, can save hours of work later by confirming direction and priorities. Skipping one risks derailing the search; equally, bringing meetings forward without collective agreement should be avoided.

Driving Clarity Through a Defined Cadence

Weekly steering meetings bring all key stakeholders together to ensure progress is both visible and on track. Each session is built around a data-led update, covering:

How the project is progressing
Number of candidates identified from the entire talent pool
Number of candidates approached
Number of candidates not interested
Number of candidates interested

This level of transparency offers two vital benefits: it keeps everyone informed and allows for swift, evidence-based adjustments when necessary.

These meetings provide clear visibility into the talent pool and search activity, reducing the risk of surprises later. Each session should outline the journey so far, confirm alignment, and gain agreement on the next steps. They're also an opportunity to raise and resolve any issues and to brief stakeholders on what's coming in the week ahead, including when interview availability is needed.

Ensuring Market Coverage and Accountability

A retained search must confidently demonstrate that the full talent landscape has been explored. By sharing real-time metrics in steering meetings, it provides a clear audit trail of all activity. This builds trust—especially important when hiring for senior, confidential, niche, or critical roles, where the impact is significant.

These insights help stakeholders understand:

Market feedback specific to the search
Candidate sentiment toward your company, the role, and the opportunity
Whether adjustments to the role specification or messaging are needed

Steering meetings also help confirm that candidates under consideration are actively engaged. These discussions provide a current view of all available options in the market and ensure that everyone understands the agreed search parameters—including process, interview capacity, and organisational commitment.

Real-Time Alignment and Strategic Course Correction

In today’s fast-moving hiring landscape, rigidity can cost you top talent. Steering meetings allow for dynamic recalibration. Stakeholders can:

Refine search parameters based on candidate profiles
Adjust industry or domain focus
Reframe how the opportunity is positioned in the market

The search team can also share feedback on candidates they are—or are not—interested in, along with reasons, helping confirm alignment with the client. Reaffirming the timeline during each session helps maintain momentum.

Enhancing Decision-Making with Early Visibility of the Longlist

As part of ongoing updates, the search team will share the emerging longlist—candidates who meet the core criteria and have been actively engaged. These individuals are qualified, interviewed, and assessed for the opportunity. Sharing this list early enables stakeholders to begin evaluating fit and suitability sooner, significantly accelerating shortlist development and decision-making.

Final Steering Meeting: From Longlist to Action

The final steering meeting marks a key inflection point. During this session, stakeholders and the search team come together to confirm:

Which candidates will move forward to interview
Interview schedules and logistics
Professional feedback for those not progressing

This ensures a smooth transition from search to selection and helps maintain a positive candidate experience.

Conclusion: Making Every Search Count

In retained search, results depend on a rigorous, transparent process with a true partnership between client and search team. Steering meetings provide the structure, discipline, and shared visibility required to drive a successful outcome.

They also reinforce the value of a robust and transparent process—keeping everyone aligned, informed, and engaged. For leaders hiring into senior, confidential, niche, or critical roles —where delay or misalignment carries a high cost—these sessions are not optional. They are essential.

Please contact Alan Herrity to explore this topic further.

The Power of Networking: Why Transformation Leaders Should Stay Connected

Mon, 12 May 2025 08:36:56 GMT

Transformation leaders often find themselves fully immersed in their current roles, driving change and delivering results.

However, at Momentum Search and Selection, we've observed a common pitfall with this approach: neglecting professional relationships outside your current organisation.

This oversight can lead to a 'cold start' when you unexpectedly find yourself in the job market. Let's explore why maintaining these connections is crucial and how to do it effectively.

The Importance of Ongoing Networking

1. Market Insights

Regular contact with industry peers and Executive Search specialists keeps you informed about market trends, emerging opportunities, and salary benchmarks.

2. Career Opportunities

Many executive roles are filled through networks before they're advertised publicly. Staying connected increases your chances of hearing about these opportunities early.

3. Professional Development

Your network can provide valuable insights, mentorship, and learning opportunities that contribute to your growth as a leader.

4. Reputation Building

Consistent engagement helps build and maintain your professional reputation beyond your current role.

5. Smoother Transitions

If you need to change roles, a warm network makes the process much easier and often faster.

Strategies for Effective Ongoing Networking

1. Schedule Regular Check-ins

Set aside time every few months to connect with key contacts in your network. This could be as simple as a quick email or a coffee catch-up.

2. Engage on Professional Platforms

Regularly share insights, comment on industry news, or participate in discussions on platforms like LinkedIn. This keeps you visible and engaged with your broader professional community.

3. Attend Industry Events

Make time to attend conferences, seminars, or networking events. These provide excellent opportunities to maintain existing relationships and forge new ones.

4. Offer Value

Networking isn't just about what you can gain. Look for opportunities to help others in your network through introductions, sharing knowledge, or offering advice.

5. Stay in Touch with Executive Search specialists

Maintain relationships with reputable executive search firms, even when you're not actively job seeking. They can provide valuable market insights and keep you informed about potential opportunities.

6. Join Professional Associations

Active involvement in industry associations can help you stay connected with peers and stay abreast of industry developments.

7. Mentor Others

Offering mentorship not only gives back to your industry but also helps expand and strengthen your network.

Overcoming Common Networking Challenges

1. Time Constraints

As busy executives, finding time for networking can be challenging. Consider integrating networking into your regular schedule, perhaps by combining it with other activities like your morning coffee or lunch break.

2. Feeling 'Inauthentic'

Some leaders worry that networking feels forced or insincere. Remember, genuine networking is about building mutually beneficial relationships, not just collecting contacts.

3. Current Employer Concerns

You might worry about how your current employer would perceive your networking activities. Focus on professional development and industry engagement rather than active job seeking to alleviate these concerns.

4. Knowing Where to Start

If you've let your network go cold, it can be daunting to re-engage. Start small, perhaps by reaching out to former colleagues or attending a local industry event.

Remember, your professional network is a valuable asset that requires ongoing investment.

Maintaining these relationships throughout your career ensures you're well-positioned for future opportunities and have a support system to draw upon when needed.

Alan Herrity

Director

Momentum Search and Selection

Case Study - Director of Capital Investments and EPMO

Wed, 07 May 2025 12:58:46 GMT

Case Study - Director of Capital Investments and EPMO

Client Industry

Education Sector

The Challenge

The position had not previously existed within the organisation. This new position was designed to bring multiple disparate business units together under an Enterprise-Wide Project Management Office (EPMO).

This was the first time the organisation had undertaken both this type of business initiative and this type of position. The new leader would be responsible for engaging multiple business units that had not previously worked within such a function.

Cultural fit was critical. The successful candidate would need to build relationships across departments and guide them on how they could work with this new, centralised function.

Our Solution

Momentum Search and Selection conducted a full talent mapping exercise across the entire talent pool. We developed a longlist of candidates who had experience building EPMO functions and had worked across business units, including Technology, Finance, Operations, HR, Property, and Construction.

We reviewed the longlist with the client and proceeded to shortlist candidates. For the shortlisted group, we introduced or Specialist video platform designed for the executive search industry, which lets you see how candidates perform in a live environment:

Each candidate on the Qualified, Interested and Assessed (QIA) shortlist completed a one-hour video interview.
At the end of the interview, they answered three questions provided by the client.
These responses were recorded and included in a Talent Dashboard , along with CV summaries, salary details, and other qualification data.

This approach allowed the client to review the shortlisted candidates without needing to conduct first-stage telephone interviews, saving time and effort.

Following this, the client conducted a three-stage interview process with selected candidates.

The Result

The appointed candidate successfully established the newly created function, delivering measurable performance and fostering cross-departmental collaboration. The client reported a high level of satisfaction with the outcome and described it as “one of the best searches she had been involved in”. Following this appointment, the client has retained Momentum Search and Selection for multiple initiatives.

Building Leadership Capability. Delivering Enterprise Impact.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

Case Study - Senior Program Director

Tue, 15 Apr 2025 11:57:07 GMT

Case Study - Senior Program Director

Client Industry

Banking / Financial Services

The Challenge

Momentum Search and Selection was engaged by a leading bank to appoint a Senior Program Director for a high-impact transformation initiative.
The assignment was strictly confidential. Under NDA, we were tasked with identifying leadership capable of overseeing the creation of an entirely new business unit—an initiative set to impact thousands of employees. The talent pool was limited, and the client required deep sector-specific expertise, making this a strategically complex assignment.

Our Solution 

Our approach was methodical:

Conducted a comprehensive talent map of the market.
Built a longlist who were qualified, interested, and assessed—not just available.
Delivered a 3-person shortlist, each benchmarked for strategic fit and leadership capability.
Each leader brought dual experience: leading complex program delivery and managing large-scale operations within banking.

The Result

The client made one strategic appointment, now driving a transformation program of significant scale across the business.

Strategic Hire. Enterprise-Wide Impact.
This wasn’t just a hire. It was a pivotal move for enterprise-wide change.

Stakeholder feedback has been consistently strong, with endorsement from Senior Management through to the CEO. Momentum Search and Selection continues to quietly outperform competitors with this client, thanks to our proven track record in delivering complex leadership assignments.

If you're navigating complex or confidential leadership hires, let’s talk. We help organisations appoint leaders who deliver real transformation.

Alan Herrity

Director, Momentum Search and Selection

0421 181 003

alan@momentumsearch.com.au

The Power of Numbers: Why Metrics Matter in a Transformation CV

Mon, 10 Mar 2025 13:13:47 GMT

As a transformation leader, your impact on an organisation is significant. But how do you effectively communicate that impact to potential employers?

The answer lies in metrics and tangible outcomes. Let's explore why these elements are crucial in your CV and how to use them effectively.

Why Metrics Matter

1. Quantifiable Proof

Metrics provide concrete evidence of your achievements. They transform vague statements into specific, measurable successes.

2. Easy Comparison

Numbers allow potential employers to quickly gauge your level of impact and compare it to other candidates.

3. Demonstration of Business Acumen

Using metrics shows that you understand the importance of measurable results in business.

4. Memory Retention

People tend to remember specific numbers more easily than general statements.

Key Metrics for Transformation Leaders

1. Team Size and Scope

Example: "Led a cross-functional team of 75 professionals across five countries."

2. Budget Management

Example: "Managed a transformation budget of $50 million, delivering the project 10% under budget."

3. Efficiency Improvements

Example: "Implemented process improvements resulting in a 30% reduction in project delivery time."

4. Cost Savings:

Example: "Delivered $5 million in annual cost savings through strategic vendor consolidation."

5. Revenue Impact:

Example: "Launched a new digital platform, increasing online revenue by 25% year-over-year."

6. Customer Satisfaction

Example: "Improved customer satisfaction scores from 72% to 91% through the implementation of an AI-driven support system."

7. Employee Engagement

Example: "Increased employee engagement scores by 20 points, from 65 to 85, during a major organisational restructure."

How to Use Metrics in Your CV

1. Be Specific

Use exact numbers where possible. "Approximately 20%" is less impactful than "23%".

2. Provide Context

Explain what the numbers mean in the broader business context.

Example: "Reduced project delivery time by 20%, enabling the company to launch new products ahead of competitors and capture an additional 5% market share."

3. Use a Mix of Metrics

Include a variety of metrics that demonstrate different aspects of your impact: financial, operational, and people-related.

4. Ensure Relevance

Focus on metrics that are the most relevant to the roles you're applying for.

5. Be Honest

Only use metrics you can confidently explain and substantiate if asked in an interview.

6. Update Regularly

Keep your CV updated with your latest achievements and their corresponding metrics.

Tangible Outcomes Beyond Numbers

While metrics are powerful, some achievements are harder to quantify. In these cases, focus on describing tangible outcomes.

1. Awards and Recognition

"Received the CEO's Excellence Award for leading the most successful transformation project in the company's history."

2. New Capabilities

"Established the company's first AI Centre of Excellence, positioning the organisation as an industry leader in AI adoption."

3. Cultural Impact

"Spearheaded a cultural transformation that resulted in the company being named a 'Top 10 Place to Work' for two consecutive years."

By effectively incorporating metrics and tangible outcomes in your CV, you paint a clear picture of your capabilities and impact as a transformation leader.

This approach makes your CV more compelling and provides talking points for interviews, allowing you to dive deeper into your achievements and how they can benefit potential employers.

Remember, your CV is often your first impression on a potential employer.

You're not just telling them about your value by using metrics and tangible outcomes - you're showing them.

And in the competitive world of executive search, that can make all the difference.

Alan Herrity

Director

Momentum Search and Selection

The Art of Distinction: Separating Responsibilities from Achievements in Your CV

Mon, 03 Mar 2025 07:18:57 GMT

As a transformation leader, your CV is a crucial tool in showcasing your expertise and impact. One common pitfall we often see at Momentum Search and Selection is the blending of responsibilities and achievements.

This approach can dilute the power of your CV and obscure your actual value. Let's explore why making this distinction is vital and how to do it effectively.

Why Separate Responsibilities and Achievements?

Clarity of Role

Responsibilities outline what you were tasked with doing.
They provide context for your position and scope of work.

2. Demonstration of Impact

Achievements show what you actually accomplished.
They highlight your effectiveness and the value you brought to your role.

3. Quantifiable Results

Achievements often include metrics which provide concrete evidence of your contributions.

How to Separate Responsibilities and Achievements

Start with a Brief Overview of Responsibilities.

For each role, begin with a concise paragraph outlining your key responsibilities. This sets the stage for your achievements.

Example: "As Chief Transformation Officer, I was responsible for leading the company-wide

digital transformation initiative, overseeing a team of 50 and managing a budget of $20 million."

2. List Achievements Separately.

Follow your responsibilities with a bullet-pointed list of your key achievements. Focus on outcomes and results.

Example:

Delivered a cloud migration project three months ahead of schedule, resulting in a 25% reduction in IT operational costs.
Implemented an AI-driven customer service system, improving response times by 40% and customer satisfaction scores by 15%.

3. Use Action Verbs.

Start each achievement with a strong action verb to emphasise your direct impact.

Example: "Spearheaded", "Implemented", "Transformed", "Reduced", "Increased".

4. Include Metrics Wherever Possible.

Quantify your achievements to provide tangible evidence of your impact.

Example: "Increased team productivity by 30% through implementing agile methodologies."

5. Focus on Relevance.

Prioritise achievements that are most relevant to the roles you're targeting. Quality trumps quantity.

6. Provide Context.

Where necessary, briefly explain the significance of your achievement in the broader organisational context.

Example: "Reduced project delivery time by 20%, enabling the company to launch new products ahead of competitors and capture an additional 5% market share."

By clearly separating your responsibilities from your achievements, you create a CV that not only outlines what you were tasked with doing but also demonstrates how effectively you performed.

This distinction allows potential employers to quickly grasp the scope of your roles and your impact, making a compelling case for your capabilities as a transformation leader.

Remember, your CV is often your first opportunity to make an impression. By clearly delineating between responsibilities and achievements, you're providing a comprehensive yet easily digestible snapshot of your professional journey and impact.

Alan Herrity

Director

Momentum Search and Selection

Crafting a Compelling Executive Summary: Your CV's Secret Weapon

Mon, 24 Feb 2025 13:53:57 GMT

In the competitive world of executive search, your CV is often your first chance to make a lasting impression. For transformation leaders, the executive summary is not just a formality - it is your secret weapon to capture attention and showcase your value from the outset.

At Momentum Search and Selection, we have seen countless CVs cross our desks. The ones that truly stand out invariably feature a well-crafted executive summary. But what makes an executive summary genuinely effective? Let’s break it down.

1. Align with your Target Roles

Your executive summary should mirror the roles you are targeting.

It is not enough to simply list your job title and years of experience. Instead, paint a picture of how your expertise aligns with the specific demands of transformation leadership roles. This alignment shows potential employers that you understand their needs and have the skills and experience to match them.

2. Showcase Your Impact with Metrics

Numbers speak louder than words, especially in the world of transformation. Your executive summary should feature key metrics that demonstrate your impact.

These might include:

Team sizes you have led (both onshore and offshore)
Budget responsibilities (CapEx and OpEx)
Program sizes in terms of team members and budgets
Cost savings or revenue generation figures
Team engagement scores

By including these metrics, you provide tangible evidence of your capabilities and achievements.

3. Finish with a Leadership Flourish

The final component of a stellar executive summary is what we call the 'leadership flourish'. This is where you showcase your leadership style and impact.

Draw from 360-degree feedback, LinkedIn recommendations, or testimonials from team members. Paraphrase these insights to give potential employers a sense of your leadership approach and the impact you have on your teams.

For example: "As a leader, I am known for my ability to inspire diverse teams, drive innovation, and deliver transformative results in high-pressure environments."

Crafting an effective executive summary takes time and thought, but the payoff is substantial. It sets the tone for your entire CV and can be the difference between landing an interview or being overlooked.

Remember, your executive summary is not set in stone. Tailor it for each application, ensuring it resonates with the specific role and organisation you are targeting.

Follow these guidelines to create an executive summary that captures attention and compels hiring managers to read on.

In the fast-paced world of transformation leadership, your executive summary is your chance to stand out from the crowd.

Make it count.

Alan Herrity

Director

Momentum Search and Selection

The Key to Executive Search: Aligning Stakeholders from the Outset

Fri, 14 Feb 2025 10:56:39 GMT

Talent acquisition can be complex, especially for senior, critical and niche assignments.

One of the most critical steps to ensure success is aligning all stakeholders from the outset.

This alignment helps prevent miscommunication and ensures everyone works towards the same goal.

The Importance of Stakeholder Alignment

Build a Unified Vision

Bringing all stakeholders together ensures a shared understanding of the assignment's requirements, desired skills, and cultural fit.

Prevent Discrepancies

Early alignment helps identify and resolve any differences in expectations, reducing the risk of issues later in the process.

The Alignment Meeting

90-Minutes to get everyone on the same page

This meeting is a cornerstone of the search process, where all parties discuss and agree on the assignment's specifics.

Comprehensive Discussion

Topics include skills, experience, target companies, geographies, salary expectations, and cultural considerations, ensuring a holistic approach to your search.

Benefits of Early Alignment

Streamlined Process

With everyone on the same page, the search process becomes more efficient and focused.

Better Hiring Decisions

A clear understanding of the assignment and expectations leads to more informed and successful hiring decisions.

Aligning stakeholders at the beginning of the search process is essential for success.

By ensuring everyone is on the same page, organisations can streamline their talent acquisition efforts and make better hiring decisions.

Alan Herrity

Director

Momentum Search and Selection

Revolutionising Executive Search: The Power of Talent Dashboards

Thu, 06 Feb 2025 09:36:38 GMT

In the world of executive search, making the right decision is crucial.

Traditional methods rely heavily on CVs and often lack the necessary evidence to demonstrate why a candidate can be a success. At Momentum Search and Selection, we've pioneered a game-changing approach: the Talent Dashboard.

The Challenge of Traditional Talent Acquisition

Consider this scenario: A leading Australian organisation and much-loved icon that is part of the fabric of our society needed to appoint a Transformation Executive. They were used to going through a traditional approach with mixed results and could not afford to get this search wrong.

Enter the Talent Dashboard

Our Talent Dashboard approach is designed to give clients a comprehensive and insightful view of potential candidates before they invest time in face-to-face interviews.

Here's how it works:

1. In-depth Candidate Interviews

We conduct thorough interviews with shortlisted candidates. These aren't your standard talent acquisition chats. We conduct a full competency-based assessment.

2. Targeted Questions

At the end of these interviews, we ask each candidate three key questions that we have agreed with the client beforehand.

These questions are tailored to the specific assignment and organisation and designed to reveal crucial insights about the candidate's approach, experience, and fit.

3. Video Recordings

The responses to these key questions are recorded on video. This allows us to capture not just what the candidates say but also how they say it—their body language, confidence, and communication style.

4. Comprehensive Dashboard

We compile these video responses and detailed written summaries and CVs into a user-friendly dashboard.

Clients can easily compare candidates side by side, reviewing their responses to identical questions.

The Impact: A Real-World Example

Let's return to the company seeking a Transformation Executive. We implemented the Talent Dashboard approach for their search.

The result?

A C-level stakeholder said: "It was like having a preliminary interview with each candidate without the time investment. We could see their thought processes, communication styles, and how they handled pressure."

The company was able to narrow down its choices more effectively, focusing its time and energy on the candidates who truly stood out.

The candidate they eventually hired wasn't the one with the most impressive CV but the one whose video responses demonstrated the innovative thinking and leadership style they were looking for.

The candidate followed up with in-person interviews and a case study to demonstrate that they were the best candidates on the interview shortlist.

Why the Talent Dashboard Works

1. Saves Time and Resources

Clients can make more informed decisions about which candidates to invite for face-to-face interviews, significantly reducing the time and resources spent on the hiring process.

2. Reveals True Potential

Video responses often reveal aspects of a candidate's personality and approach that might not come across in a written CV or phone screening.

3. Ensures Consistency

Clients can make fair, side-by-side comparisons by asking the same questions to all candidates.

4. Reduces Bias

The dashboard's structured nature helps minimise unconscious biases that can creep into the talent acquisition process.

5. Improves Collaboration

Multiple stakeholders can easily review and discuss candidates, even if they cannot attend initial interviews.

The Momentum Difference

While video interviews aren't new in talent acquisition, our Talent Dashboard approach takes it several steps further:

We conduct the initial in-depth interviews, saving our clients time.
Our questions are carefully crafted in collaboration with the client to address specific needs and concerns.
The dashboard format allows for easy comparison and collaboration.
We provide written summaries alongside the videos, offering a comprehensive view of each candidate.

Is the Talent Dashboard Right for You?

If you're tired of spending countless hours interviewing candidates only to feel uncertain about your choices, or if you are looking for a way to make your executive search process more efficient and effective, the Talent Dashboard approach could be the solution.

At Momentum Search and Selection, we're committed to innovating in the executive search space.

The Talent Dashboard is just one way we're working to ensure our clients find the right candidates for their critical assignments.

Interested in learning more about how the Talent Dashboard can transform your executive search process?

Get in touch with us at alan@momentumsearch.com.au . Your next great hire might be just a dashboard away.

Alan Herrity

Director

Momentum Search and Selection

Beyond the Job Board: The Art and Science of Market Mapping in Executive Search

Mon, 03 Feb 2025 07:13:31 GMT

Relying solely on job boards and LinkedIn messages will rarely guarantee success in executive search, particularly for senior, critical, and niche assignments. You are only scratching the surface of the total talent pool.

At Momentum Search and Selection, we've honed our approach to tap into the hidden talent pool through sophisticated market mapping and candidate sourcing techniques.

The Iceberg Analogy: Seeing What Others Miss

Picture the talent market as an iceberg. Traditional talent acquisition methods often only scratch the surface, focusing on the visible 30% - those actively seeking new assignments.

What about the other 70%?

That's where our expertise in market mapping comes into play.

Consider this scenario: A leading ASX-listed organisation approached us to find a Transformation Executive.

They had previously worked with a well-known talent acquisition agency, which had presented candidates from their existing database and those who responded to job postings.

The result? A shortlist that failed to meet the client’s expectations.

Our approach was fundamentally different. We didn't just dip our toes in the water; we dove deep.

The Momentum Approach: Casting a Wide, Intelligent Net

1. Sophisticated Boolean Searching

We start with advanced Boolean search techniques. This isn't your run-of-the-mill keyword matching.
We craft complex search strings that consider synonyms and related skills to map out where the talent will be.

2. AI-Powered Search Engines

Our arsenal includes cutting-edge AI search tools that learn and adapt as they search.
They help us uncover hidden gems - professionals who might have a different title than we're looking for but whose experience and skills make them perfect candidates.

3. Comprehensive Market Mapping

We don't just search; we map. This involves creating a detailed landscape of where talent resides within specific industries and geographies.

4. Direct Headhunting of the entire talent pool

Armed with our market map, we engage in targeted outreach.
This isn't about sending mass InMails. It's crafting personalised approaches based on deep research into each potential candidate's career trajectory and achievements.

The Results Speak for Themselves

Returning to our recent success, our approach yielded a shortlist that not only met but exceeded the client’s expectations.

The successful candidate, who did not use job boards for their searches and was not looking for a new role, made contact.

This success story isn't an anomaly. Our market mapping and sourcing techniques consistently allow us to present clients with candidates they wouldn't find through traditional methods.

The Momentum Difference

While many recruiters claim to do "headhunting", our approach goes several steps further.

1. We invest time upfront to truly understand your mandate and its context within your organisation. For Senior, Critical, or Niche hires, this initial scoping meeting can run up to 90 minutes.

2. Our market mapping is exhaustive, often uncovering talent pools our clients hadn't considered.

3. We use a combination of technology and human insight to identify the best potential fits.

4. Our approach to candidate engagement is tailored and respectful, ensuring that even if a candidate isn't right for the current project, they remain open to future opportunities.

A Word of Caution

Market mapping and advanced sourcing aren't quick fixes. They require time, expertise, and the right tools.

But they're invaluable for organisations serious about finding the best talent for critical assignments.

If you're tired of seeing the same candidates presented by multiple agencies, or if you're struggling to fill a crucial position, it might be time to consider a different approach.

At Momentum Search and Selection, we're ready to dive deep and map out the talent landscape for your next critical hire.

Reach out to us at alan@momentumsearch.com.au to discuss how our market mapping and candidate sourcing techniques can transform your executive search process.

Alan Herrity

Director

Momentum Search and Selection

Why Retained Search is Crucial for Your Organisation's Critical Hires

Fri, 10 Jan 2025 12:00:58 GMT

Organisations often find themselves at a crossroads when it comes to filling senior, critical, or niche positions.

Should they rely on traditional talent acquisition methods or opt for a specialised approach?

This is where retained search comes into play, offering a robust solution for those pivotal positions that can make or break your hiring strategy for this position.

We examine a real-world scenario that illustrates why retained search is not just an option but a necessity for critical hires.

The Cautionary Tale of 30 Interviews

Recently, I met with a senior executive in the technology and transformation space. He shared a story that, unfortunately, is all too common.

An organisation had interviewed a staggering 30 candidates for a single position. Yes, you read that right, 30 candidates!

And after this exhaustive process, do you know what happened? They ended up hiring someone internally.

This raises several red flags:

1. Misalignment at the executive level regarding the assignment brief and the talent acquisition strategy for finding the right person.

2. Inefficient use of time and resources.

3. Potential damage to the company's reputation in the talent market.

So, what went wrong?

The answer lies in the approach they took - or rather, the approach they didn't take.

The Power of Alignment: The 90-Minute Game-Changer

At Momentum Search and Selection, we've developed a process that prevents such scenarios.

The cornerstone of our retained search method is a comprehensive 90-minute alignment meeting.

This is the most important part of the search process for Senior, Critical or Niche positions.

Here's what makes this meeting so important.

1. It brings all the stakeholders together in one room (virtual or physical).

2. It encourages an agreed definition of the position requirements.

3. It aligns everyone on the skills, experience, and cultural fit needed for the role.

4. Everyone can agree on salary range and geographical considerations.

5. It allows open discussion and consensus-building.

You might think: "Shouldn't the company handle this internally before engaging a search firm?"

While that's valid, our experience shows that internal alignment is often more assumed than actual.

Our job as external experts is to ask the right questions, challenge assumptions, and ensure genuine alignment before the search begins.

The Iceberg Analogy: Seeing the Full Picture

Imagine the talent market as an iceberg. Traditional talent acquisition methods often only tap into the visible 30% of the iceberg - those actively seeking new positions.

But what about the other 70%? That's where retained search truly shines.

Our approach involves four key components.

1. Sophisticated Boolean searches.

2. An AI search engine for niche skills.

3. Comprehensive market mapping.

4. Direct headhunting of passive candidates.

By casting a net over the entire talent pool, we ensure that we identify and approach everyone in the total talent pool for each assignment.

The Cost of Getting It Wrong

Some might baulk at the upfront cost of retained search. However, consider the alternative. The cost of a bad hire, especially at a senior level, can be astronomical.

It's not just about the salary and benefits; it's about the potential negative impact on team morale, project timelines, and overall company performance.

Our track record speaks for itself. In over a decade of conducting retained searches, we've maintained a 100% success rate.

When you compare this to the industry average of around 67% for global search firms, you will understand why we have become the partner of choice for many organisations across Australia and APAC.

Taking the Next Step

Consider a retained search if you're facing a critical hire and want to ensure the best possible outcome.

Don't let your organisation become another cautionary tale of misaligned expectations and wasted resources.

Contact us at alan@momentumsearch.com.au to learn how our retained search process can transform your approach to critical hires.

Alan Herrity

Director

Momentum Search and Selection

Beyond Job Ads: The Power of Network-Based Recruitment

Wed, 08 Jan 2025 11:30:22 GMT

Traditional recruitment methods often fall short in competitive job markets, particularly in the digital, technology and business transformation sectors.

At Momentum Search and Selection, we've developed a unique approach we call the "Networked Solution."

Here's why it's a game-changer for finding top talent, especially for those hard-to-fill roles.

1. Tapping into Hidden Talent Pools

Did you know that up to 70% of candidates do not respond to job advertisements?

We do not advertise. Our Networked Solution allows us to tap into these candidates.

We're reaching out to active job seekers as well as passive candidates who might be the perfect fit for your role but aren't actively looking.

2. Quality Over Quantity

Organisations are often overwhelmed with hundreds of CVs from advertising. Our Networked Solution focuses on the right person and quality.

We leverage our extensive network of professionals to identify candidates who not only have the right skills but also align with your company culture and vision.

3. Discretion for Sensitive Roles

Our Networked Solution offers the discretion you need for executive positions or roles requiring a high level of confidentiality.

We can conduct searches without broadcasting the opportunity publicly to give you a competitive advantage.

4. Tailored Approach for Niche Roles

Finding specialists for niche roles can be like looking for the proverbial needle in a haystack.

Our Networked Solution allows us to target specific communities and professional groups, increasing the chances of finding that perfect match for highly specialised positions.

5. Building Long-term Relationships

Our Networked Solution isn't just about filling immediate vacancies. It's about building long-term relationships with both clients and candidates.

This approach allows us to understand the nuances of your business and culture, making future placements even more successful.

6. Reducing Time-to-Hire

By leveraging our existing network and relationships, we can often shortlist qualified candidates much faster than traditional methods. This can significantly reduce your time-to-hire, getting your critical roles filled more quickly.

Our Networked Solution approach leads to better hiring outcomes, particularly for challenging digital, technology, and business transformation roles.

It's not just about finding someone who can do the job; it's about finding the right person to drive your business forward.

Interested in learning more about how our Networked Solution can help you find top talent?

Contact Alan Herrity at alan@momentumsearch.com.au to discuss a tailored approach for your recruitment needs.

Alan Herrity

Director

Momentum Search and Selection

Beyond Quotas: A Data-Driven Approach to Diversity in Recruitment

Mon, 06 Jan 2025 08:54:33 GMT

In today's business landscape, diversity isn't just a buzzword—it's a crucial factor in building innovative, high-performing teams. At Momentum Search and Selection, we've developed a data-driven approach to diversity in recruitment, particularly for roles in digital, technology, and business transformation. Here's how we're moving beyond quotas to create meaningful change.

1. Real-Time Diversity Insights

Our recruitment process incorporates analytics that provide real-time insights into the diversity of candidate pools. This enables the client to understand the actual composition of the talent landscape for specific roles and industries.

2. Understanding the Market Reality

For instance, in the tech sector, we might find that only 20% of candidates for a CIO role are women. This helps us and our clients understand the current market reality and strategise accordingly.

3. Tailoring the Approach

Armed with this data, we work with clients to tailor their approach. If diversity is a key goal, we might need to adjust the employee value proposition, expand the search parameters, or look at transferable skills from adjacent industries.

4. Addressing Unconscious Bias

Our data-driven approach helps mitigate unconscious bias in the recruitment process. By presenting objective information about candidate pools, we encourage decisions based on facts rather than assumptions. This is underpinned by our competency-based assessments for each role.

5. Long-Term Strategy Development

Understanding diversity patterns in different roles and industries allows us to work with clients on long-term diversity strategies. This might involve developing talent pipelines, creating mentorship programs, or adjusting employer branding to appeal to a more diverse candidate base.

6. Balancing Skills and Diversity

While diversity is crucial, it's equally important to ensure candidates have the right skills and experience. Our approach balances these factors, ensuring that diversity efforts don't compromise on the quality and suitability of candidates.

7. Measuring Progress

By consistently tracking diversity data across searches, we can measure progress over time. This allows companies to see how their diversity initiatives are impacting their talent acquisition and make data-driven adjustments as needed.

At Momentum Search and Selection, we believe that true progress in diversity and inclusion comes from understanding the current landscape and taking strategic, informed actions to create change. Our data-driven approach provides the insights needed to make meaningful strides towards more diverse and inclusive workplaces.

Interested in learning how our approach to diversity in recruitment can benefit your organisation?

Contact Alan Herrity at alan@momentumsearch.com.au to discuss how we can tailor our strategies to your unique needs and goals.

Alan Herrity

Director

Momentum Search and Selection

How Technology is Reshaping Recruitment

Mon, 11 Nov 2024 10:53:06 GMT

In the ever-evolving landscape of recruitment, technology is playing an increasingly pivotal role.

At Momentum Search and Selection, we have embraced cutting-edge tools to enhance our recruitment process.

Here's how technology is transforming the way we find and assess top talent, particularly in the digital, technology, and business transformation domains.

1. AI-Powered Candidate Sourcing

We use sophisticated AI tools to expand our search capabilities. These tools help us identify potential candidates who might not be visible through traditional search methods.

By analysing vast amounts of data, we can uncover the hidden gems in the market.

2. Video Technology for Efficient Interviews

Time is precious to both our clients and candidates. We've incorporated video technology into our interview process, saving up to 70% time during the initial stages.

This enables the client to get a deeper insight into candidates earlier in the recruitment process and save time.

3. Data-Driven Diversity Insights

Our technology stack provides real-time insights into the diversity of our candidate pools. We can clearly show clients the gender balance and representation of diverse backgrounds in their potential talent pool.

This data-driven approach supports informed decision-making and helps organisations achieve their diversity and inclusion goals.

Our competency-based assessments support this, ensuring that you hire the right person, regardless of background.

4. Enhanced Candidate Experience

Technology allows us to streamline the application and interview process, creating a smoother candidate experience.

We use candidate outreach journeys and scheduling to ensure a better candidate experience that aligns with our focus on a personal approach.

Interested in learning how our technology innovation can benefit your organisation?

Contact Alan Herrity at alan@momentumsearch.com.au to discuss how we can tailor our approach to your unique needs.

Alan Herrity

Director

Momentum Search and Selection

Competency-Based Interviews: A Must for Modern Recruitment

Mon, 28 Oct 2024 10:53:39 GMT

Finding the right talent for digital, technology and business transformation roles goes beyond matching skills on a CV. It's about understanding a candidate's true capabilities and how they align with your organisation's needs.

At Momentum Search and Selection, we've refined our approach to focus on competency-based interviews.

Here's why we think they are crucial for successful recruitment.

1. Evidence-Based Decision Making

Competency-based interviews offer concrete evidence of a candidate's abilities. Rather than relying on gut feelings or rehearsed answers, these interviews dig into specific examples from a candidate's experience.

This allows us to present clients with solid proof of how a candidate has demonstrated key competencies in real situations.

2. Accurate Role Alignment

By conducting competency-based interviews, we can assess candidates against the specific requirements of a role. This is particularly important in the transformation space, where roles often need a unique mix of technical competencies and soft skills.

Our approach ensures we are not just finding someone who can do the job but also someone who can genuinely excel at it.

3. Predictor for Future Performance

Past behaviour often gives the best indication of future performance. Competency-based interviews help us understand how a candidate has handled situations similar to those they might face in the new role. This insight is gold for predicting how well a candidate will perform and fit into your team.

4. Minimising Hiring Mistakes

Making the wrong hire can be costly, both financially and in terms of project delays. Competency-based interviews significantly reduce this risk by providing a more thorough and accurate assessment of a candidate's capabilities. This is particularly crucial for senior roles or positions critical to transformation initiatives.

5. A Level Playing Field for all Candidates

Competency-based interviews provide a structured and consistent approach to assessing candidates. This helps to reduce bias and ensures that all candidates are evaluated on the same criteria, leading to fairer hiring decisions.

At Momentum Search and Selection, we've seen firsthand how competency-based interviews have improved hiring outcomes for our clients. By providing evidence-based insights into a candidate's capabilities, we help organisations make informed decisions that drive their transformation initiatives.

If you're keen to enhance your hiring process or find top talent in digital, technology and business transformation, we're here to help.

Drop Alan Herrity a line at alan@momentumsearch.com.au to learn more about how our competency-based approach can benefit your organisation.

Alan Herrity

Director

Momentum Search and Selection

8 Tips for Planning Your Career Progression

Mon, 09 Sep 2024 13:43:05 GMT

Effective planning is crucial for long-term career success and fulfilment. Here are eight tips to ensure you have a long and rewarding career.

Self-Assess

How often have you paused to consider your career path and how it complements your personal life? Have you considered your personal interests or values and how they align with your career goals?

Many professionals move from job to job without taking time to consider where their careers will take them. But it pays to take stock every now and then. Consider your strengths and achievements and set clear goals so you understand the direction you want your career to take.

2. Create a Career Plan

Create a career plan with your career goals. List your milestones and target achievements along the way. Every time you hit one of these, update the plan and use it as a career roadmap for the future.

Remember, this is a working document that evolves with you. Use it to move forward.

3. Define your Criteria

Identify what you want from your next career move. Determine your must-have non-negotiables as well as aspects you are willing to compromise. These then become your criteria to evaluate job opportunities and ensure they align with your personal aspirations.

4. Engage a Career Coach

When you are considering your next move, hire a career coach to map out your next steps.

A coach needs to have relevant experience to help you on your journey, so make sure they have a recruitment background and have spent “time on the tools.”

They will understand the challenges of job hunting and be able to give you relevant advice about how to self-improve and move on to the next step in your career.

5. Address Your Gaps

Assess your strengths and areas for improvement, then build them into your career plan so you can close those gaps and enhance your skills. Continuous self-improvement is key to staying competitive in the job market.

6. Seek Feedback

Feedback from trusted associates and mentors is absolute gold. Talk to people in your network who can give you honest insights and advice on what you need to do to take the next step in your career. This external perspective can help you identify blind spots and areas for growth.

7. Get Fit for Job Hunting

Many professionals are not well-versed in job-searching techniques. You need to learn how to craft a compelling CV and LinkedIn profile and master the art of follow-up. Sharpening these skills will give you an edge in the job market.

8. Explore Global Opportunities

Consider looking for a role with a global company that has a presence in the Australian market. The rise in remote work since the pandemic is opening doors that may not have been accessible before. Many international firms are now looking for talent in the Australian market, so explore these opportunities to expand your career options.

Conclusion

Successfully planning your career progression needs intentional reflection and strategic planning. By following these tips, you can create a clear and achievable path to reach your career goals.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

How to uncover the Hidden Job Market

Mon, 26 Aug 2024 13:44:19 GMT

In a tough job market, you may need to think outside the box to find a new role. Job boards and LinkedIn are great, but you need to use all the means available to you. This includes your network, industry events, and meet-ups, as well as reviewing past job applications.

1. Leveraging Your Network

Your network is a powerful tool at your disposal during the job hunt. I spoke to a candidate recently who limited her search to LinkedIn and a few other job boards, with no real results.

She was hesitant to use her network to find a job because she did not want to bother anyone. But there is no need to feel bad about asking for help; people will help if they can.

Follow every lead and use every opportunity to extend your network. Start with your personal contacts, in particular previous managers, peers, and subordinates.

Reach out to all of them and let them know what you are looking for. A simple message can lead to valuable leads and a referral or recommendation.

When you get a job tip, ask the informant to connect you to their contact so you come with their blessing. Personal referrals carry more weight with hiring managers compared to applications solely from job boards.

2. Meetups and Events

Special interest meetups are a great way to network with like-minded professionals and industry leaders. Who do you know from meetups who can help you?

Reconnect with individuals at these gatherings and discuss your job search. They may know of opportunities that are not advertised publicly.

The same principle applies to professional events and conferences. Reach out to people that you've met before and rekindle those connections. Share your job situation and ask about opportunities they might be aware of.

3. Previous Applications

Reach out to any companies where you previously applied for jobs. Express your continued interest in their organisation and ask about any new job openings. Reconnecting with these contacts can sometimes lead to reconsiderations of roles that match your skills and experience.

Talent acquisition, hiring managers, and recruiters you have interacted with before are another valuable source. Follow up with these professionals to let them know you are available and remind them of your qualifications and interest in new opportunities.

Often, these contacts have insights into upcoming roles and projects that haven’t been advertised yet.

4. Beyond LinkedIn

You will probably still need to use LinkedIn, but use it proactively in your job search. Don’t just wait for jobs to be listed.

Get ahead and actively research and follow organisations you are interested in on LinkedIn and the internet. Pay attention to any key employee movement, as this can provide insights into new roles or vacancies that might arise.

For instance, a spate of new hires may indicate that the organisation is expanding and could have additional job openings. When an employee leaves, they often join a similar organisation that might have a job opportunity for you.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

3 Questions for Senior Leaders Joining a New Organisation

Thu, 08 Aug 2024 07:02:54 GMT

There’s a lot to think about when considering a new role.

This is particularly important if you are a senior leader charged with delivering a major transformation for the organisation you are about to join.

Common questions include:

How much autonomy will you have?
What is your accountability?
How good (or bad) is the culture of the organisation?
How much will you get paid, and how long will you stay?

But equally important when starting out is how much freedom will you have to build your team.

You need to understand how the organisation’s recruitment process is set up, as this will directly impact your ability to attract and retain top talent.

A slow and decrepit legacy recruitment process can hamstring the best intentions and doom your transformation plans from the get-go.

Outdated, slow, and cumbersome practices will hinder your ability to hire quickly, especially in a tight job market.

To fully understand the recruitment regime of the organisation you plan to join, consider these questions:

Current Recruitment Process

How does the organisation’s recruitment process operate?
Is it adaptable enough to support the demands of the complex transformation you have been tasked with delivering?

2. Internal and External Resources

Does the organisation rely only on internal resources, or does it engage external partners?
Does it allow the use of specialist recruitment agencies to augment their hiring efforts and enhance access to niche skill sets?

3. Decision-Making Authority

What autonomy will you have in shaping the recruitment strategy?
Will you have the freedom to be able to use the best channels to get the best people you need?

Conclusion

Senior leaders embarking on transformative journeys should not underestimate the importance of recruiting the right people for the task ahead.

A good recruitment process can help you assemble the right team you need to achieve your transformational vision.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

Hiring Tips: A Guide for New Leaders

Sun, 04 Aug 2024 07:14:49 GMT

Hiring staff can be daunting if you have never done it before. Follow these simple tips if you are a new leader and want to recruit the best team.

Observe First

Before you start interviewing, join other interviews with experienced colleagues as a silent observer. Watch how they run the interview and note down their techniques.
This will give you valuable insights into the process and boost your own confidence and effectiveness when your turn comes.

Invest in Training

Formal interview training provides real-life scenarios that teach you how to ask insightful questions and how to evaluate candidates objectively.
Ask your manager to send you on a training course so you can be as effective as possible.

Test your Questions

Prepare your questions in advance and design them for the task at hand.
Your questions should determine if each candidate is the right fit for your team and the organisation. Test them with your colleagues to ensure they uncover each candidate’s true potential.

Seek Feedback

Invite your peers to sit in on your interviews and comment on your performance.
Embrace this feedback as a tool for continuous learning and growth.

Leverage Agencies

Recruitment agencies can offer advice on conducting interviews. This can include how you performed, the general structure of the interview, and the questions asked.
At Momentum Search, we are happy to sit in on interviews and help you get the most out of your questions.

Understand your Company

Make sure you have a clear understanding of what you are offering beyond the job description.
Be clear about the Employee Value Proposition (EVP) and company culture and why the candidate should join your team.

Cultural Add

Focus on the “cultural add” rather than just the cultural fit. W hat will the candidate add to our company culture? Research and understand how to assess culture during interviews, and ensure that your process supports this goal.

Answer Questions

Candidates will have questions about you and the organisation. Be prepared to discuss your role, the organisation’s mission and values, as well as future goals and plans on the horizon.

Showcase Yourself

Candidates are evaluating you as much as you are evaluating them, so bring the best version of yourself to every interview. Sell yourself and your team enthusiastically and authentically to attract top talent.

Manage Expectations

Clearly communicate the stages and timelines of your recruitment process. Transparency helps manage expectations and reduce anxiety for candidates.
Apply the same principle when working with agencies.

Prepare for Challenges

It’s not always plain sailing, and it’s not always easy. Be ready to navigate obstacles and remain adaptable.

Conclusion

These tips will help you develop the skills and confidence needed as a new leader to conduct successful interviews and build strong, high-performing teams.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

Essential Elements for a Compelling Employee Value Proposition

Mon, 01 Jul 2024 09:00:40 GMT

In the ever-evolving job market, having a compelling Employee Value Proposition (EVP) is critical to attracting new talent while keeping your current staff engaged and motivated.

Here is our guide to crafting a market-leading EVP.

1. Regular Review

An EVP older than 12 months is outdated. Given the recent significant shifts in the market, it’s important to review your EVP annually to ensure it aligns with current market trends and changing employee expectations.

2. Flexible Work

With many employees now looking for flexible working arrangements, these considerations should be at the heart of your EVP.

Organisations without work location flexibility will struggle to attract and retain talent.

3. Benefits and Needs

Other key components of an EVP are remuneration, benefits, training, coaching, and career progression. Be sure to include each of these and explain how they relate to the role on offer.

Understand the ideal candidate profile and align your EVP to their needs to make your recruitment process more targeted and accurate.

4. Co-creation

Try creating your EVP in collaboration with your staff. This will give them ownership and show that you understand what they need from you as an employer.

Co-creation should be easy for smaller organisations where staff can speak directly to HR and management. Large corporations may need to create a network of EVP champions to represent specific business units.

Involving your staff in creating an EVP is a great way to sense-check that what is being developed is what the staff want. This will help keep your EVP authentic and relevant.

5. Strategy

Clearly communicate how each team fits into your company strategy and its specific goals.

Employees need to understand where they belong in the company’s journey and the value they bring. This fosters a sense of purpose that increases job security, making them more likely to stay.

6. Values & Culture

Clearly define your company values in your EVP and demonstrate how you live by them every day. Be sure that your values are adhered to at all levels of the company.

Encourage employees at all levels of your organisation to be culture champions.

The correlation between how line managers lead and how your organisation's culture is demonstrated is important for attracting and retaining the best talent.

7. EVP in Interviews

During the recruitment process, interviewers should talk about your EVP from the get-go.

Ensure you have the right people involved in your interviews and that they are proficient in selling your EVP. Highlight why candidates should join your company and showcase your organisational strengths.

Don’t leave it to the end of the interview, where it may appear to be an afterthought and be rushed. Presenting the EVP early ensures the candidate understands how important your company culture and strategy are to your success.

CONCLUSION

A study found that employee happiness throughout a company led to a 12% rise in productivity. Think about how you can support your employees to be successful and happy.

A compelling EVP will help with this and decrease employee turnover while at the same time increasing new hire commitment by up to 30%.

By incorporating the elements discussed above into your EVP, you can create an employee proposition that stands out in any market.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

The Essential Traits of a Good Project Sponsor

Fri, 14 Jun 2024 12:55:34 GMT

Good sponsorship is critical for project success.

A sponsor’s role is to oversee the project and ensure it meets its objectives while navigating the many issues and bottlenecks it may encounter.

It takes considerable skill and a unique set of characteristics to succeed.

We have distilled these essential ingredients based on discussions with experts across the project delivery landscape.

THE TRAITS OF A SPONSOR

Sponsors need to be engaged, authentic, and willing to put the needs of the initiative, or even the organisation, ahead of their own.

They need to drive the transformation to its conclusion and provide guidance and advice to others along the way.

Sponsors should have a leadership mindset and realise that while it is a great privilege to lead a project, that honour also comes with great responsibility.

You need to be open-minded and approachable to project leaders so they can discuss their challenges and problems with you.

Create a space for two-way feedback so everyone feels comfortable talking to you.

PROJECT SAFETY

There’s an element of psychological safety that needs to be kept in mind as well. Sponsors need to help project managers and delivery leads navigate the politics and personalities that abound in every organisation.

Sponsors must create a safe environment for everyone working on the project, even if they need to deliver bad news.

A seasoned transformation executive explained why this is important.

“At times, our project managers don’t feel safe reporting a colour other than green,” the executive said.

“They fear that their program may be stopped, and they have pressure to deliver outcomes.”

If a sponsor doesn’t create a safe space to report accurately, issues that could be resolved may be covered up and left to fester.

Transparency for all is critical.

PROJECT CULTURE

Good sponsorship can also be attributed to the culture of the organisation and how it impacts a project.

This includes everyone's expectations, how brave the leadership is in making tough decisions, and how much courage they have to overcome the challenges.

Sponsors need to take on this culture and display behaviour that reflects it.

Make sure you are part of the program and that it is connected to the organisation’s strategic priorities and operating style.

“Embodying the traits of a good sponsor entails a commitment to transparency, engagement, and unwavering support,” another executive said.

YOUR COMMITMENT

You also need to allocate sufficient time to sponsor a project properly. It’s not just a side gig that you can do when time permits; it needs dedication.

And don’t be afraid to ask for help yourself when you need it.

“I think that it is a really good idea for organisations to run project sponsor training,” our project executive noted.

QUESTIONS TO ASK

Lastly, look at different options to solve issues and think about how things are positioned at steering committees.

Make sure you keep asking questions.

How can I help?
How can we create an environment where it’s okay to talk about challenges without being blamed?
What can we do differently?
Is there something I can do differently?
How can I use my influence to help support the program?

Conclusion

Embodying the traits of a good sponsor entails a commitment to transparency, engagement, and unwavering support.

Ultimately, it's up to the sponsor to steer the organisation towards its transformation goal.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

How to Craft a Standout Elevator Pitch to Enhance Your Personal Brand

Sun, 26 May 2024 18:51:02 GMT

In a crowded job market, landing an interview can be challenging.

Your CV might get lost in a flood of applications, so a good elevator pitch can make all the difference in getting the attention you need.

The sales technique derives its name from the concept that you should be able to sum up your key points in the time it takes to ride an elevator to meet a client for the first time.

This means you have 30 seconds to a minute to deliver a compelling description of what you have to offer.

Use our elevator pitch template below to make that first crucial impression in the recruitment process.

Part 1: Introduction

Who you are.
The technology or business problems you solve.
The reason you are applying for the role.

This requires a deep reflection on your experience and how it matches the job on offer.

Part 2: Examples of Success

Provide examples of problems you have solved.
Use metrics to demonstrate your success.
Highlight key outcomes.

Part 3: Value Proposition

Emphasise the benefits you bring to an organisation.
Showcase your strengths and contributions.

Part 4: Call to Action

Close with a positive action.
Schedule a follow-up interview.

Here’s a sample pitch.

Imagine talking to a Chief Information Officer who needs to deliver a Finance Transformation initiative.

“My name is Alan Herrity.

“I’m calling to discuss my application for the role of Senior Project Manager - Finance Transformation.

“I am an experienced Project Manager with 15 years of experience in Australia and overseas. I have successfully delivered three consecutive finance transformations, cutting project delivery costs by up to 40%.

“My role at Company Y was in the same industry, so I understand the challenges you need to navigate, and I can help you achieve a successful outcome.

“With my experience, I can hit the ground running and use the lessons learned from my previous initiatives to save you time, effort, and money.

“Can we set up an interview with your hiring manager to explore this further?”

CONCLUSION

Crafting an elevator pitch requires practice. A lot of candidates don’t like self-promotion, but mastering this skill could make all the difference.

Remember, you have nothing to lose and everything to gain.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

Top Tips to Transition from Delivery to Leadership Roles

Thu, 09 May 2024 06:45:05 GMT

Do you want to transition from delivery to leadership roles? It’s a logical step for project and program managers when considering their next career move.

But before you make the leap, you need to prepare yourself. Effective leadership requires careful planning so you have the best chance of success.

Here are our top tips for making the transition.

1. Reflect on Your Motivation

Before embarking on this transition, ask yourself:

Why do you want a leadership role?

Understanding your motivation will guide your journey at each turn and keep you motivated when you face challenges.

2. Identify Skill Gaps

Recognise any leadership skills gaps you have and develop a plan to address them.

Switching from program managing multiple streams of work and motivating individual delivery teams into a Portfolio Delivery leadership role with matrix accountabilities calls on very different skills.

Project and program management have defined boundaries and end points, while the latter has ongoing responsibilities that may cover multiple portfolios of work. You will need a broader and deeper range of management skills when you expand your leadership remit.

3. Be prepared

Prepare for your new responsibilities before making the switch.

These may include divisional profit and loss accountability, people development, workforce planning, operating model design, and recruitment.

Seek opportunities to develop these skills in your current role so they are well developed before taking on a leadership role.

4. Be Passionate

Evaluate your interest in leadership and intrinsic motivations. The best leaders are passionate about building high-performing teams, improving their people, and doing this consistently over time.

Be sure you have what it takes. Leadership is not for everybody.

Close the Gaps

So how can you close the gaps in your skills?

1. Invest in Training

Enrol in leadership training courses. They will provide valuable insights and critical practical experience to help you become a successful leader.

2. Find a Mentor

Find someone you can trust in the field you want to move into to guide you on your leadership journey and teach you the skills while you’re learning on the job.
If you are lucky, they may even be able to give you a head start in their organisation to get the leadership experience you need.

3. Consider Smaller Companies

Explore opportunities in smaller organisations or start-ups that need your current skills. Your delivery expertise will make a significant impact for them, giving you time to hone your leadership skills.

4. Step Back to Step Up

Your X factor is delivery, and you have been doing this for many years. Join an organisation that is lacking in this area and bring your delivery experience to the forefront. Then you can pick up the leadership skills along the way.

5. Become Permanent

If you have always been a contractor, taking on a permanent role might open more doors for career advancement. This may involve seniority sacrifices or a pay cut, but it shows that you are committed to the organisation and want to move up.

6. Leverage your Network

Use your professional network to explore opportunities and gather insights from peers who have successfully made the switch. They can provide valuable information and moral support on your journey.

CONCLUSION

Transitioning to leadership is a gradual process, and you may need to make some sacrifices along the way. Be realistic about the challenges and stay committed to continuous growth and improvement.

By addressing your gaps, nurturing your passion, and being open to all opportunities, most people can successfully transition from delivery to leadership.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

Enhancing your Recruitment Operating Model: 9 Key Areas

Thu, 18 Apr 2024 09:08:14 GMT

Organisations need to re-think their approach to recruitment if they want to attract and retain the best staff.

In this article, we outline key changes to the standard “Recruitment Operating Model” that can be made to improve candidate recruitment and onboarding.

We have broken this down into Pre- and Post-Start Date phases, as these activities are usually carried out by different teams.

PRE-START PHASE:

1. Streamline Your Process

Many recruitment processes are so long that they deter candidates. To overcome this, walk through each step from a candidate’s perspective. Ask if the process enhances your company profile and if any actions are redundant so they can be eliminated.

To cut recruitment time, consider short video screenings with three to five key questions to efficiently create your short list for face-to-face interviews.

2. Empower your Talent Teams

Equip talent teams for success with a good Applicant Tracking System (ATS). This will help find the best talent and build better relationships and candidate pipelines. Having the right tools at their disposal helps your talent team hone in on the right applications and streamline the resume review process.

3. Reassess Background Checks

Background checks that are overbearing and slow will undermine your goodwill with candidates. Walk through these checks from their perspective to identify questions and checks that might deter candidates from proceeding.

POST-START DATE:

4. The Right Working Model

These days, working models will usually be a blend of office-based and work from home options. Giving your staff the opportunity to work out what works best for them is a powerful motivator for staff loyalty.

Work with nominated champions from each department to create a set of guidelines and a model that is best suited to the organisation’s needs. Ensure you get the right balance between meetings, collaboration, and quiet time for strategic thinking and innovation.

A ‘You Choose’ approach allows employees to select their preferred option from the model as part of the Value Proposition they bring to the company. Provide the tools and support for office, hybrid, or remote work, and foster regular team and individual checkpoints to ensure people feel connected and supported.

5. Dedicated Onboarding

Organisations often struggle to have the right technology in place for new starters from day one. This can make for an unwelcoming start as they scramble to come up to speed without the technology they need.

Streamline the process as much as possible and assign a dedicated team to ensure that office, hybrid, and remote workers are onboarded and feel welcomed from the get-go. This will show that you are investing in them beyond just filling a position.

6. Connection Building

Leaders should connect with team members from the outset and be cognizant of the working model, whether it is remote, office, or hybrid.

In each case, you need to establish an operating rhythm that ensures staff feel connected. This shows you care for their wellbeing wherever they are working.

7. Training

Invest in training for hybrid teams so your leaders can navigate the vagaries of modern work practices. Your managers need to have the skills to foster collaboration, connectiveness, and success across diverse work environments. Draw on the experiences of leaders who have successfully led remote teams in the past.

8. Career Development

Employees can be concerned that remote working is career-limiting due to proximity bias, where those who are visible in the office are more likely to progress. Be sure your performance management process is fair and equitable, regardless of work location.

9. Upskill Leaders in Current Legislation

Educate your leaders on current legislation, particularly Work Health and Safety (WHS) and hybrid work rules. Highlight their obligations to provide a safe place for work that extends beyond the office premises.

Take Aways

Use video for first stage interviews.
Streamline your recruitment from a candidate perspective.
Set up computer equipment on day one.
Co-create working models to suit everyone’s needs.
Mitigate career concerns about working from home.

CONCLUSION

Optimising your recruitment model needs to address pre- and post-start date activities. A seamless employee-centric process, with ongoing support and flexibility, will give you a head start in the talent acquisition marketplace.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

7 Job Seeking Tips for Senior Managers and Executives

Mon, 18 Mar 2024 08:36:51 GMT

As we advance through our careers, job hunting for executive roles presents ever more unique challenges.

The pyramid shape of most organisations means the number of roles at higher levels decreases as the seniority of those positions increases.

At the same time, the number of potential applicants grows as everyone is forced into an ever-narrower funnel.

In addition, organisations often err on the side of caution and hire internally, further reducing the options for external candidates who have no access to this hidden job market.

This ar ticle offers tips to overcome these hurdles and help you navigate a path to securing the executive role that is right for you.

1. Global Search Firms

Seek out the “SHREK” firms and work with them. SHREK is an acronym for “Spencer Stuart,” “Heidrick & Struggles,” “Russell Reynolds,” Egon Zehnder,” and “Korn Ferry,” the five big executive search firms that handle the bulk of executive search globally.

They all have extensive networks and relationships at board level that they leverage to unearth roles before they hit the market. They then match these roles to their database of candidates, usually filling them without the need for any advertising. Being on their books can provide invaluable access to these top-tier opportunities.

2. Boutique Search

Leaders in specialised fields such as Digital, Technology and Transformation should partner with a boutique search firm such as Momentum Search and Selection. Specialised recruiters often have a deep understanding of the market and know what it takes to be successful in securing your next career opportunity.

3. Cultivate Partners

Busy senior managers often focus only on their current role as they strive to do the best they can. They can be so busy that when they start looking for a new role, they don’t have a job search strategy or a list of partners they can rely on.

Therefore, it is important to build and maintain a list of reliable partners you can call on when needed. This includes mentors, search firms, and industry consultancies that can tip you off about potential opportunities.

Be sure to reach out every 6 to 12 months to find out what is happening in the market, so you are well positioned for the future.

4. Your Network

Recognise your network, especially to help you uncover hidden opportunities. A high percentage of senior roles will never be advertised, so you need to work your network, attend relevant events, and have a list of search firms that you can call to open doors for you.

5. Interim Management

Interim positions can be a strategic career move to help you gain relevant experience while you wait for the ideal permanent position. Interim roles are usually contract roles where you step into a senior management or executive role for a short time.

They can help you establish connections in an organisation that are not possible from outside.

Use the role to demonstrate your expertise and try to convince the organisation that you can fill the role permanently.

6. Pro Bono Work

Consider exploring board roles on a pro bono basis for a not-for-profit or community organisation. As well as enriching your career, the learning curve is helpful for personal growth while making a meaningful contribution to society.

7. Career Coach

Engage a coach to develop a career strategy. Some great career coaches have a recruitment background, so they understand the challenges and can offer insights into getting a job.

They can give tailored guidance on how to improve yourself and take the next step in your career.

CONCLUSION

By following these steps, aspiring executives can navigate the competitive job landscape with the confidence to maximise their potential for success.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

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As we advance through our careers, job hunting for executive roles presents ever more unique challenges.

The pyramid shape of most organisations means the number of roles at higher levels decreases as the seniority of those positions increases.

At the same time, the number of potential applicants grows as everyone is forced into an ever-narrower funnel.

In addition, organisations often err on the side of caution and hire internally, further reducing the options for external candidates who have no access to this hidden job market.

This article offers tips to overcome these hurdles and help you navigate a path to securing the executive role that is right for you.

1. Global Search Firms

2. Boutique Search

3. Cultivate Partners

Be sure to reach out every 6 to 12 months to find out what is happening in the market, so you are well positioned for the future.

4. Your Network

5. Interim Management

Interim positions can be a strategic career move to help you gain relevant experience while you wait for the ideal permanent position.

Interim roles are usually contract roles where you step into a senior management or executive role for a short time.

They can help you establish connections in an organisation that are not possible from outside.

Use the role to demonstrate your expertise and try to convince the organisation that you can fill the role permanently.

6. Pro Bono Work

7. Career Coach

Engage a coach to develop a career strategy. Some great career coaches have a recruitment background, so they understand the challenges and can offer insights into getting a job.

They can give tailored guidance on how to improve yourself and take the next step in your career.

CONCLUSION

By following these steps, aspiring executives can navigate the competitive job landscape with the confidence to maximise their potential for success.

To find out more, email Alan Herrity , Director, Momentum Search and Selection.

What is your Recruitment Operating Model for the Future of Work?

Fri, 02 Sep 2022 12:16:41 GMT

By Alan Herrity | Sep 02, 2022 | Recruitment

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The recruitment sector has been faced with many challenges over the past few years, and none of us can shy away from the effect that the skills crisis has had on our landscape. Change has been a constant, and how to manage these changes pre and post start date to attract, develop and retain the best talent should be on everyone’s minds.

Ensuring that you attract the best talent is all about adapting your recruitment process, support, and preparing for a great employee experience.

How long is your recruitment process? Ask yourself this question and consider any unnecessary aspects of your set-up. Candidates will be attracted to a company that offers speedy feedback, smooth interview practices, and crucial support throughout each stage of their recruitment to your company.

Secondly, ensure that your talent teams have the best tool kits at hand for following candidates through the recruitment process – consider ATS and use it to your advantage. Whilst making the recruitment process easier for your talent teams, also help out candidates by reflecting on your background check processes. Working with you and your company should not be so challenging that many great talents are falling at the first hurdle, i.e., a long and painstaking background process. Ensuring that you are clear with everyone involved that you are ready to take on new talent, without destroying their goodwill before the interview process even truly begins, will benefit everybody involved.

The culture that your company promotes should envelope your new employees from the get-go. Picture this: extensive time and effort put into the recruitment process, an excited newly acquired talent awaiting their first day, and an almighty disappointment of day one – with a lack of technology assets supplied, and no dedicated team to uplift all workers into your company’s community. People like to feel like they are an individual, and also part of a bigger picture, and one of the best ways to demonstrate to your employees how dedicated you are to them is to make your onboarding process seamless.

The best working models bring people together, with a common purpose and inclusive check points. Knowing and understanding your workforce, individually and as a community. Each decision and step taken, from the starting date of your workers, should emulate your company values and goals for your business. Connecting and learning from those who have led remote teams is incredibly valuable, and the core strengths demonstrated by each of them are collaboration, connectedness, and communicating success team wide.

A word on collaboration – have a look at Anchor days, and whether they might work well for your organisation. Encouraging everyone to come in on the same set days will maintain a sense of connection and working towards a bigger picture amongst your workforce and can help mitigate the risks of proximity bias.

Being conscious about the risk of proximity bias and potential limitations on career development is another essential consideration for the future of work. Do not forget about supporting employees who are working remotely, though this could be done easily and subconsciously. Many people will be blinded by their exposure to confident and readily available workers, and this can cause both quieter or more remotely based employees to be overlooked. Creating a mechanism to measure the performance of all workers, showcasing each talent, can also reduce the risk of limiting the career development of valuable, but remote, employees.

Ultimately, the landscape of the working world is facing great change, and the organisations that will prosper are those that have leaders willing to face new challenges, and can appreciate the exciting prospects that these transitions may offer…

Find out more, email Alan

How To Attract Top Digital & Tech Talent in Australia

Wed, 29 Sep 2021 05:35:22 GMT

By Alan Herrity | Sep 29, 2021 | agile

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While the demand for highly skilled Digital & Tech professionals keeps increasing, the supply of toptalent in Australia has, for several different reasons, remained the same for quite some time. This means competition is fierce, and that companies need to go revamp their Employer Value Proposition to stay ahead.

In this article we’ll look at what companies can do to attract top Digital & Tech talent in Australia today.

Table of Contents:

How Covid Created A Perfect Storm
Dare To Look Outside Your Industry
Be Transparent About Culture and Business Strategy
Invest In A Great Employee Experience
Align Your HR Communication with Your Overall Branding
Keys Takeaways

How Covid Created A Perfect Storm

One of the factors that make it a challenge to hire the right people is that everyone is looking for the same skill sets.

At Momentum Search and Selection, we work with companies in various industries such as banking, financial services, fintech, healthcare, aged care, retail, FMCG, and energy. Even though our clients are at different levels of digital maturity, they’re all looking for similar talent to help them take the next step.

Many companies are held back by how challenging it can be to find the right people. It’s really the employee’s market right now, not the employers. Talented people with the stand out skills are in very high demand, and they will cherry-pick the best opportunities and companies.

A number of factors have contributed to what is now a perfect storm in Australia. Due to COVID, there’s no influx of new people at the moment. People can’t travel, and on top of that, Visa laws have been tightened. So while the demand for Digital & Tech talent keeps growing, the supply is not increasing.

Dare to Look Outside Your Industry

When recruiting Digital & Tech staff, one thing to keep in mind is how the digital landscape has evolved and become more unified. This is one of the reasons why companies today are looking for mostly the same type of competencies. We advise companies to not be rigid in demanding industry experience from candidates. People that are savvy in digital transformation, cloud transformation, cybersecurity and big data are sought-after everywhere. In general, they can move from industry to industry. This in itself often creates synergies.

Therefore, companies benefit from ditching the old mindset where you’d typically recruit from your own industry vertical. In certain cases, it may still be beneficial for a candidate to have experience from a specific industry , but often it’s not necessary. If companies open up to candidates from other industries, it widens the pool of candidates significantly. You need to challenge yourself on this and be brave.

Be Transparent About Culture and Business Strategy

Candidates today want to understand your company strategy, so it’s essential to make it easy for candidates to research and understand your company strategy, in one place such as your website. . When it comes to senior-level positions, candidates want to see a commitment to transformation and innovation from the board. The C-level executives need to be brought in, and they need to be unified with regards to their strategy to transform, digitise, and innovate.

Candidates also want to understand the company culture before joining a new employer. They want to know what it’s like to work there – and what working model will be applied after the pandemic is over. Companies who have not redefined their working model are lagging behind and are finding it difficult to attract and retain staff.

The majority of people want some sort of hybrid model and flexibility moving forward. Even Apple, a very popular employer, is losing people in the US because they’ve mandated for people to go back to the office.

And while these questions are new, they’re here to stay. People do not want to go back to how things were, and employers will simply need to adapt. Post-Covid, companies will have to rethink their employee value proposition. They’ll need to go back to the drawing board and think about some very fundamental questions.

Invest In A Great Employee Experience

The best way to attract great candidates is to invest in your current employees and make sure they’re happy. Because they’re the ones who will be telling your potential candidates about their experience. Australia is quite a collegiate market, and people are quite collaborative. Many people will reach out to previous peers at their target companies to ask what it’s like to work at a company.

Candidates today do very thorough research and look at everything from annual reports and review sites to the company website and LinkedIn company page. In terms of salaries, many candidates use payscale.com.au and seek.com.au, and Glassdoor is also used to a certain extent.

We’ve found that with the best candidates out there, it’s about more than just the money. Of course, they want to be remunerated well, and when demand is high like it is now – prices go up. However, it’s also very much about the strategy and culture of the organisation; what they’re looking to achieve, and how they see a role fitting into their career road map.

Align Your HR Communication with Your Overall Branding

Another critical factor to consider is how you communicate about the job opportunity in your advertisements and during the hiring process. It’s a good idea to have marketing and HR work together on the employer branding to make sure what you offer is enticing to potential candidates.

Unfortunately, many position descriptions are not very exciting. They don’t tell you the story about the organisation. You want to include your brand narrative, your company’s why, in the position description.New Paragraph

Navigating the compliance issues and the more formal parts of a job description, and at the same time turning it into a selling opportunity , can be quite tricky. This is one of the things we at Momentum help our clients with: positioning their offer in the market and making sure it’s communicated compellingly.

Keys Takeaways

Be open to hiring people who may not have experience from your particular industry.
Be as transparent as possible and make company reports, strategy documents, and press articles available on your recruitment site.
Offer a flexible hybrid model where people are allowed to work both remotely and from the office.
Make sure marketing and HR collaborate around employer branding to convey your narrative in the best way throughout the recruitment process.
Put effort into the position description to make sure it’s appealing.
Experiment with videos on LinkedIn, YouTube and other channels. Continuously capture your story and enhance your brand. Try and ensure that these video have real insights from your employees. It does not have to be a Hollywood Production. Get your employees to tell your story.

Find out more, email Alan

The 5 Top Traits To Look for When Recruiting Digital Leaders

Mon, 02 Aug 2021 13:18:09 GMT

By Alan Herrity | Sep 29, 2021 | agile

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As companies strive to digitise their operations, skilled digital leaders are in high demand. Finding the right candidate to drive your digital strategy is crucial. So what should you look for in the hiring process? Let’s look at the five most important traits to look for when you’re searching for your next CDO, CTO or CIO.

Table of Contents:

The Demand For Digital Leaders Is Growing
The Different Stages of Digital Maturity
5 Traits To Look For In Digital Leaders
Strategic vision and a clear purpose
An experimental mindset
Strong execution skills
A collaborative approach
Ability inspire and educate
Conclusion

The Demand For Digital Leaders Is Growing

MIT Sloan and Deloitte Insights have done extensive research on how companies evolve digitally. The paper “Coming of Age Digitally” found that one of the things that set digitally mature organisations apart is digital leadership.

The study also shows that the demand for new, skilled digital leaders is growing . This was equally true for all organisations, regardless of how digitally mature they were. It seems more or less everyone is looking for top executive talent to help their company take the next step. This means competition in the talent acquisition sphere is intense, as companies are doing their best to attract digital stars.

But what exactly is a good digital leader? What are the traits to look for, and are they the same for all companies? While some companies are just starting their digital journey, others are highly sophisticated and mature.

Let’s look at the characteristics of a great digital leader – for each phase of digital maturity.

The Different Stages of Digital Maturity

There are many ways to illustrate the different phases of digital maturity that an organisation evolves through. Here we will divide the journey into the following stages:

Beginner: The organisation is at the beginning of the digital journey and has not yet implemented essential digital elements.

Implementer: The organisation has implemented basic digital elements but has not yet consolidated them throughout the organisation.

Advancer: The organisation has gone through a digital transformation and is now breaking down silos, unifying ways of working, data sources and ensuring operational efficiency.

Leader: The organisation is entirely digitised and is now looking at advanced technology such as AI and machine learning to take their operations to the next level.

5 Traits To Look For In Digital Leaders

In the previously mentioned survey , respondents were asked, “What would you like your leaders to have more of to navigate digital trends?” The survey showed clearly that general leadership skills ranked high. Although the responses did suggest that leaders need an understanding of technology, technical skills per se were considered the most important prerequisite for good digital leadership.

Based on the responses in the survey, as well as our ongoing discussions with clients and executives, we’ve found the following five traits to be desirable in digital leadership:

Strategic vision and a clear purpose

Having a clear direction and providing the whole organisation with vision and purpose came out on top in the MIT survey as the number one most desired characteristic in a digital leader. 26% of respondents chose this as the top trait, showing that employees expect the leadership to guide them through digital transformation journeys.

In one of our roundtable discussions here at Momentum, we talked to Digital, Innovation and Transformation expert Megan Fisher. She emphasised the importance of a strategic mindset:

“The first key part of any transformation is to establish the link to strategy. What is your core strategic reason behind the need to change? This could be product simplification, cost reduction, having the ability to respond quicker in a competitive market, or improvements in customer experience.”

Besides having a strong strategic vision, getting all stakeholders to buy into that vision is crucial. Only when everyone feels part of the journey will there be successful transformation.

A strategic vision and a clear purpose are fundamental when driving digital transformation in companies at the beginner level.

Ability to inspire and educate

Digital leadership is very much a matter of ongoing change management and communication. Just as we will never reach a point where technology stops evolving, organisations will constantly need to update and develop their digital environment. Tools and platforms are continually evolving, and the companies that fail to keep up will be hopelessly left behind.

“With the power of communication often underestimated, using repetition and different channels can be a good way to ensure your message gets through,” says Megan .

At the same time, people are inherently a bit sceptical about changing. To effectively bring organisations forward on the digital journey, one of the essential traits of the digital leader is to inspire and educate the organisation to implement and leverage new digital tools, ways of working and processes.

Being able to inspire and educate is extremely important when companies are at the Implementer level, where all stakeholders and employees need to both understand and embrace new ways of working and technology.

Strong execution skills

In the MIT survey, 13 percent of the respondents considered “Execution” the most critical digital leader characteristic. The ability not only to envision bold change, but also to make it happen and see it through, is a leadership skill that is always sought-after in executives. This goes for digital leaders as well.

“Additionally, a good tip is to take action on the most valuable and potentially most difficult tasks first to ensure from the outset that they’re actually doable. A problem-solving mindset across the group is also fundamental when it comes to being prepared for when things go wrong,” says Megan.

While the projects will differ, strong execution skills and the ability to see projects through are important through all stages of digital maturity.

A collaborative approach

One of the main advantages of digitalisation is that it enables organisations to break down silos and share data and knowledge across departments. This, in turn, allows for a customer-centric way of working, which is what customers of today expect: a seamless experience regardless of what country they’re in or what department they’re talking to.

We had a chat with one of our clients, who’s a digital leader in the healthcare sector. He too, stressed the importance of communication and education in the role:

“My first focus was to build a strongly motivated and successful team, and then work to get traction with the other business units and departments. This included overcoming the existing silos between the different business parts, and creating more synergies”.

To achieve this seamlessness, digital leaders need a collaborative mindset where they invite all leaders and stakeholders into the digital transformation journey. A strong digital leader will make sure the organisation builds on a common foundation instead of multiple initiatives across the organisation which are siloed and not aligned with organisational strategy.

As the organisation evolves and reaches the advancer phase of digital maturity, emphasis on cross-departmental collaboration becomes even more critical.

An experimental mindset

The more digitally mature an organisation becomes, the more agile and innovative it will be. This requires leaders who are willing to experiment, learn, and, when needed, pivot. An attitude where mistakes are seen as learning experiences rather than failures is essential, and a “fail fast” mindset will enable your company to win even faster.

“Develop an agile approach to organisational change and communications that can evolve over time. It’s important to ensure that everyone is aware of your initiative, what is in it for them, and what role they need to play,” says Megan.

A modern digital leader should be comfortable with an agile way of working, where minimum viable products are prioritised over massive projects.

The ability to experiment is critical in companies that are at the leader level of maturity, where they will need to break new ground and create innovative solutions to continue to push the boundaries of what is possible.

Conclusion

While a technical understanding is important in a digital leader, it’s not the most essential trait to look for. Instead, leading with empathy, influence and a true servant leader approach with the right balance between execution and organisational change management are the traits of the best and brightest.

While this holds true through all stages of the digitalisation journey, the emphasis on education and inspiration is even more critical at the early stages of digital maturity. In organisations on a more mature digital level, the need for collaboration to ensure persistent execution is paramount.

Find out more, email Alan

How To Transform Your Data Ready For The Digital World

Tue, 23 Mar 2021 05:14:16 GMT

By Alan Herrity | Sep 29, 2021 | agile

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At Momentum Search, our regular Virtual Round Tables bring expert advice and know-how to senior management and executives across Australia.

In an always-on, hyper-connected digital world, with a constant expectation of real-time engagement, businesses need to change the way they work, inside and out right down to their data. So, how do we get our businesses (and the data within them) ready for this transformation?

THE CONTEXT

Our most recent guest speaker, Simon Belousoff is an executive leader with significant experience from senior roles within the digital, customer marketing/experience and enterprise digital and data transformation spaces. During his virtual round table, Simon shared how businesses should and can rearrange their data architectures and approaches to effectively keep up with the modern consumer. After all, contemporary business strategy is moving away from regimented techniques and towards a customer experience vision of individual interaction and personalised “happy customer experiences” on a mass scale.

On top of that, there’s also an expanding ‘channel universe’; the digital that is “physical” and “people” assisted. This is omni-channel in scope whereby digital doesn’t just mean one thing and instead, the timeline of this interaction varies constantly, stopping and starting at different times, where the consumer can dip in and out, whenever they feel like it.

THE PROBLEM

Where strategic business decisions are data driven, we need to transform our approach to contemporary best practice. So how do we get set up to do that at scale?

THE SOLUTIONS

– The anti-perfect approach

We need to update our data strategy so that it’s fit for purpose. To enable this contemporary experience-driven vision requires a different approach to data. Historically, our approach to data is structured, perfect, reactive and controlled with manual interventions, sitting within a “compliance-reporting” paradigm. To change this we need to rebalance priorities with an evolved and fit-for-purpose “experience” paradigm. This will be timely, unstructured, usable, proactive, connected, democratised, machine-automated and focussed on actual journeys and interactions. Really, we should be championing usability and data that is “good enough” over “perfect” as we move further into a world that is much more pre-emptive.

– Evolving technical data architecture

All of this change is supported by our evolving technical data architecture. What was once a siloed spaghetti tangle structure with all tech points reliant on each other, causing technological debt is now progressing to a much more connected and future-ready hub-and-spoke model. This is more robust and designed for the always-on world. Additionally, you are able to make better decisions about infrastructure that can sustain this operating model appropriately.

– Evolving business data architecture

We are also moving from a world of variable “channel governance” with security and privacy built in from the start covering every touchpoint. Privacy regulations across the world are changing, with a bigger emphasis on customer ownership of data, meaning consistent frameworks are crucial. We’re moving away from fragmented resourcing, capabilities being centred around platforms and channels, to more of an integrated community of resources, where you can balance your resources to better suit the business outcomes that you’re driving towards. In short, this all means focussing on the bigger picture, instead of channel-centric management.

– Re-building your data foundations

To put it simply, data needs to be part of the foundational capabilities to deliver end-to-end, always-on experiences at scale.

When we’re driving towards machine learning and AI, you need automated, connected feedback loops for the automated learning that supports your portfolio of AI. What becomes really important is how the customer responses tune the rightness of your predictive modelling. This means that you are able to move beyond a “thumbs up, that’s great”, to more varied “good/bad/neutral” responses that can act as a signal to power more pre-emptive modelling that can be fed back in so that AI capabilities can learn how to get it ever more “right”.

Also, if you want to move into adaptive learning, you aren’t just looking for a single, improved data component, but rather a rich portfolio of predictive models so the AI can learn as quickly as possible. While many believe a data lake is sufficient here, while a data lake should be part of your data platform, it by itself is not enough. It’s also increasingly emphasised to have the capability to include the enterprise interaction history in your customer analytical record, as this allows you to more effectively map individual customer journeys at scale to enable the customer experience vision at the core of your digital transformation.

To find out more about Simon’s techniques to transform and modernise your data, download the full presentation via the link below.

Download Slides

Post-event blog – Virtual Round Table Accelerating Your Digital Transformation

Wed, 09 Dec 2020 05:46:37 GMT

By Alan Herrity | Dec 09, 2020 | agile

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At Momentum Search, our regular Virtual Round Tables bring expert advice and know-how to senior management and executives across Australia.

While many organisations are accelerating their digital transformation journey due to the pandemic, the truth is that these projects come with their own risks and difficulties. In fact, 70% of digital transformations fail, never mind the ones that come with an unproductive, and cost-draining process. At a time when digital transformation is proving make or break for businesses across the globe, it’s absolutely crucial that you get the basics right before embarking on your own.

To find out how to do this, we invited transformation expert Megan Fisher to host our most recent virtual round table event. A product person by trade, Megan has 20 years of digital transformation experience, bringing the people in an organisation together on the most effective transformation journey possible.

In joining us, Megan shared the following 8 tips to ensure your digital transformation is as productive, cost-efficient and successful as possible.

Establish your Why

The first key part of any transformation is to establish the link to strategy. What is your core strategic reason behind the need to change? This could be product simplification, cost reduction, having the ability to respond quicker in a competitive market, or improvements in customer experience. Whatever your strategic intent, it’s also important to ensure that executives are aligned, and the business case is compelling prior to commencing.

Put the right team in place

To execute any successful project, you’ve got to have the right people in the right roles. With digital transformations, experience matters. Not all companies have done it before and even if they have, it’s not necessarily a skillset that has been maintained. It’s always recommended to bring in some experts with the relevant experience if you want to avoid common pitfalls.

When it comes to the people on your project, it’s also a good idea to bring in what Megan calls “the challenger”. This is ideally an external person who you bring in to deliberately perform the challenger role, to ask the tough questions and challenge your thought processes. This can really help your organisation to find the genuine best process and break out of the “this is the way we have always done it” narrative.

Use multiple communication methods and put them on repeat

With the power of communication often underestimated, using repetition and different channels can be a good way to ensure your message gets through. It’s also important to make sure it’s always a two-way street; always ask for feedback, don’t just assume. At the round table, Megan shared her experience of successfully using town halls, emails, videos, yam jams (yammer sessions) and showcases in order to get really the message across.

Develop an agile approach to organisational change and communications that can evolve over time. It’s important to ensure that everyone is aware of your initiative, what is in it for them, and what role they need to play.

Slice and dice to match capacity

Depending on the limitations of your project, there can be real strategic benefits to slicing and dicing. For example, if you have limited funds or resources but have more time, consider a staged multi-year approach. It may be a really helpful technique to break the project up into more gradual sections.

Tackle challenges early with a problem-solving mindset

Tailoring your approach to your project is vital. Additionally, a good tip is to action the most valuable and potentially most difficult tasks first to ensure from the outset that they’re actually doable. A problem-solving mindset across the group is also fundamental when it comes to being prepared for when things go wrong.

Weigh up customisation

With any SaaS implementation, you’ve got to weigh up the pros and cons of customisation. Not a fan of unnecessary customisation, Megan explained that when your digital transformation involves SaaS, it’s better to avoid customising your SaaS, when you can update your processes instead.

Too much customisation can create a lot of extra expense, complication and be a burden to carry when future upgrades are delivered. The business must be aware of the challenges and complexity of customisation, making it important to look at every option before agreeing to customise.

Utilise outside expertise

To lessen the load, businesses should seriously consider partnering with start-ups, vendors or consulting partners. During her most recent role at AusNet Services, Megan and her team partnered with start-ups to bring non-traditional and cutting-edge solutions, alongside a valuable start-up culture, to her innovation transformation.

Evolve for success

Lastly, if a transformation is ever going to be successful, it’s absolutely crucial to consistently measure across the entire project with a system that can evolve and improve as your project progresses. This can include benefits tracking, ROI or stage gates to de-risk investment, allowing you to only continue spending time and money on a digital transformation project that is really delivering.

How to get 40% more from your delivery teams in just 30 days

Thu, 15 Oct 2020 05:58:21 GMT

By Alan Herrity | Sep 29, 2021 | agile

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At Momentum Search , our regular Virtual Round Tables bring expert advice and know-how to senior management and executives across Australia.

With tighter budgets, shrinking headcount and a slowing economy, the need to deliver the same or “more with less” is something all of us are grappling with.

So, what’s the solution?

Our recent guest speaker, Becci Watson, is an experienced enterprise operations transformation leader. She’s an expert in working with senior leaders to empower their teams with operational ways of working that measurably show they are working smarter, not harder.

During her virtual round table, Becci shared a case study outlining how she enabled a geographically distributed team to deliver 40% more in just 30 days.

This provided our attendees with an insight into how this initially sceptical team progressed from inefficiency and hesitance to an amazing outcome which far exceeded expectations.

Exploring this case study in further detail, Becci’s presentation facilitated an interactive conversation on key topics, including:

Motivating and aligning your team to contribute to cost reduction targets
Objectively benchmarking and measuring your increased productivity across all departments
The key differences between Scrum and Kanban ways of working
How to firmly embed these efficiencies and cost savings into your team
How other teams adapted, adopted and changed
How we can all start the journey to achieve more in the workplace

To empower palpable change in your own business, Becci explained the benefits of her “Kanban Accelerated Delivery (KAD) ways of working”. This allows organisations to prioritise, focus and finish the work without getting side-tracked with competing priorities.

The example provides businesses with specific and actionable examples of how organisations can achieve 17% more – with no increase in headcount or overtime.

The round table’s attendees were department leaders and above, across diverse business functions. Providing concrete facts and evidence on how this model can be used across all technology and business functions, enterprise-wide for Capex Projects and Opex BAU initiatives, Becci’s solution is already empowering businesses across the region to deliver more.

To find out more about Becci’s productivity-driving techniques and how to execute them in your business, download Becci’s full presentation now via the link below.

Download PDF>

How are you mitigating the biggest cyber-security risks in Australia?

Mon, 07 Sep 2020 06:08:09 GMT

By Alan Herrity | Sep 07, 2020 | Cyber Security

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Australia’s new strategy, the risks, and the security measures your business need to make.

Cyber security is more crucial now than ever, as we consistently move everything we own – as businesses and individuals – online. On 6 August 2020, the Australian Government released Australia’s Cyber Security Strategy 2020 , highlighting its investment and action plans to strengthen the protection of Australians, business and infrastructure.

At Momentum Search, our regular Virtual Round Tables are designed to bring expert advice and know-how to senior management and executives across Australia. On 13 August, as a key and vital part of Australian business, we set out to explore the new strategy with guest speaker Daniel Pludek. An experienced CIO with a keen interest in security, Daniel has over 20 years’ experience delivering over $300m worth of programs across risk, compliance, and technology, working with regulators across industries ranging from banking to energy.

Throughout the discussion, Daniel highlighted key issues with the strategy, uncovering that whilst the Government is correctly investing in this area, education remains as one of the best ways to combat threats. On the other hand, Daniel agreed this becomes more challenging and complex for larger organisations as the organisational change, training and embedment of new behaviours will take time, whilst cyber criminals are becoming more sophisticated every day.

What can we do within organisations to mitigate cyber security risks?

Our conversation also drew focus to the importance of having a minimum cyber security baseline for each organisation. In the discussion, a C-level attendee explained that the organisation he works for had gone too far with too many processes and controls, meaning employees would find it challenging to be compliant. Since, these measures have been reduced, still ensuring that they have the right processes and controls in place to be effective, while allowing employees to work as productively as possible.

Looking to the future, it is likely to be small and medium business that face some of the biggest challenges, as we come to understand how the Government intends to assist small and medium-sized organisations in uplifting their capability. Additionally, it will be key to observe how cyber criminals, both in Australia and abroad, are going to be caught and prosecuted.

At the round table, conversation shifted to an open debate around how to combat insider threat attacks, how to address the increase of DDoS attacks, the increased use of AI and ML, and where the weakest links in an organisation may be. The subject of Bug Bounty programs was also raised, with the key benefits these are bringing to organisations.

Key steps for businesses

To protect against cyber security risks, Daniel offered key suggestions of what companies can individually do. These include:

1. Empower your business’ Chief Information Security Officer.
2. Shift the focus away from tools to ensuring that you have the right information, processes, and approach to risks in place to secure your environment.
3. Ensure that staff are vigilant and continuously trained/tested (Daniel is a big believer in using baiting to get a better level of understanding of your organisation).
4. Begin Zero Trust Architecture where possible.
5. Understand and value the importance of cyber security being embedded into your procedures, processes, and ways of working, rather than this being an audit item. This is not an IT problem; this is a corporate problem that we all need to address.

To find out more and download Daniel’s presentation in full, follow the link below.

Download Presentation PDF

Alan Herrity

6 months in: What Have We Learned?

Wed, 19 Aug 2020 06:23:51 GMT

By Alan Herrity | Sep 22, 2023 | Workplace

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Earlier this year we posted a blog Beyond the Pandemic, The Future of Work. This is a follow up with our observations over the past few months. I have been speaking with many organisations’ Senior leaders and Executives over the last few months and have noticed some common themes.

Whilst some organisations have stopped or paused initiatives due to the pandemic, the good news is many are now picking up again. They have learnt how teams can work remotely, however many individuals are still grappling with the challenges presented by working from home. This includes managing children’s remote learning whilst working, working excessive hours, Zoom fatigue and ensuring work-life balance, which is harder when you’re in lockdown with limited downtime activity options.

Organisations have adapted and are increasingly using collaboration tools or are embracing the use of video for morning coffee catch-ups, Friday afternoon drinks or embraced concepts such as Zoom background themes days, team trivia nights and virtual birthdays, which helps people feel connected with their peers and colleagues.

Leadership of remote teams has not been without its challenges. Some leaders have taken to it like a duck to water and others have found it more difficult. A senior executive told me that he manages his teams via outcomes only, not the minutiae of activity. He said that remote collaboration is working, however it does feel quite functional. The big test is how people will react if things go wrong. Perhaps, this has already been tested to a certain extent with the impacts of the pandemic.

Interesting to note is that there are many examples of organisations having delivered initiatives in days and weeks that would usually take months as a result of necessity in some cases the foresight and bravery to do things different in others.

A recent article by Mckinsey re-enforces this. Kate Smaje, a senior partner and global co-leader of McKinsey Digital says,

“Business leaders are saying that they’ve accomplished in 10 days what used to take them 10 months. That kind of speed is what’s unleashing a wave of innovation unlike anything we’ve ever seen.”

It is important, however, to acknowledge that many initiatives have been delivered at speed due to employees working long and excessive hours. A balance between a can-do attitude, speed and looking after employee well-being is absolutely critical for the future.

I mentioned in my previous blog that the impacts of the pandemic could be the Uber moment for the commercial real estate industry. The city centres of the future may become mostly residential with remote working hubs and meeting places. Organisations are looking to reduce their real estate footprint as people will not return to work in the same way as prior to the pandemic. Many organisations I have spoken with have surveyed their employees and the general consensus is, at the very least, people want more flexibility around working from home in future.

Executives are concerned about diluting corporate culture if we do not return to the office in the same way as before. The challenge for organisations will be how to ensure employees feel valued, connected and engaged when they see less of each other face-to-face.

Returning to theme of organisations who have thrived during the pandemic, the McKinsey article I mentioned earlier states that even before the global health crisis hit, 92% of company leaders surveyed by McKinsey thought that their business model would not remain viable at the rates of digitisation at that time.

In conclusion, we have already seen multiple impacts on the workforce stemming from the pandemic and this is just the beginning.

Alan Herrity

Ideas for Parents During Lockdown, Covid-19

Tue, 04 Aug 2020 06:35:11 GMT

By Alan Herrity | Sep 22, 2023 | Covid-19

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It has been almost four months since we posted this blog and with Victoria now in stage 4 restrictions, we thought that it might be timely to re-post it.

If I am honest it has been a learning curve and things do not go to plan every day. We have learned to try and not put too much pressure on ourselves to be perfect & it is important to remind ourselves of this every day!

We have also learned that our kids have different needs and things can change multiple times per day. We feel that having structure is key to getting things done and keeping our sanity but we also need to understand that we have to be agile and try and roll with it.

Our children are now 5 and 3. We have a day plan to split up our time between working and looking after their children whilst in lockdown. We do not have all the answers and we are focusing on what works for us and our children.

If you are running out of ideas, here are a list of activities which have been recommended to us. Most of these require some screen time, however this can lead to other projects such as story writing, research projects and poems for older children, puppets and drawing for younger children and memory activities, for example recalling facts about animals they’ve watched, places they’ve seen.

Visit museums and Virtual Field Trips Google Arts and Culture partnered with over 2,500 museums and galleries around the world to offer virtual tours of their spaces. Some of the options include New York’s Museum of Modern Art and Amsterdam’s Van Gogh Museum. The Louvre is also offering its own virtual tour online for free. The British Museum has virtual visitors to tour the Great Court and discover the ancient Rosetta Stone and Egyptian mummies.

Visit the zoo. Live video of the National Zoo and Smithsonian Learning Lab. The following zoos have webcams to view their animals. San Diego Zoo, and Melbourne Zoo.

Geography and Space with National Geographic and this NASA initiative covers a wide range of topics including weather, climate, atmosphere, water, energy, plants, and animals. Explore the surface of Mars on the Curiosity Rover .

Cook and create: Crafts and activities, fun games, recipes, crafts, activities . Illustrated recipes designed to help kids age 2-12 cook. Recipes encourage culinary skills, literacy, maths and science. Kids Think Design explores careers in fashion design, graphic design, interior design, book design, product design, film and theatre, architecture, animation, and environmental design.

Learning by Traditional School Subjects: Online history classes for all ages preteen through adults. Online classes for kids. Maths as a fun part of your daily family routine, Maths games galore, kids numbers and Maths Frame . Science experiments that you can do at home, take a deep dive into ocean life and science podcasts to listen to with your kids. Boost writing confidence with Storybird.

Music: Music is for everyone. Lets kids play instruments online. Instruments include the guitar, piano, pan flute, drums, and bongos. A large selection of fun songs to help teach preschool students.

Coding: Scratch teaches students all about coding, see also coding for ages 4-10 and learn to code .

Educational games K-12. Short videos and texts that answer various burning questions for children, including vocabulary challenges and comprehension questions. Work on the 8 parts of speech . Children’s books read by famous people.

35,000 pages of online content on the cultures and countries of the world.

Movement: Lady Gaga’s former backup dancer, Mark Kanemura, is hosting virtual dance sessions on his Instagram page, Yoga and mindfulness for kids, movement and mindfulness videos created by child development experts, kid friendly workouts .

We hope that these ideas help.

Best of luck!

Why recruitment agencies will be key players in assisting economic recovery

Tue, 30 Jun 2020 06:48:37 GMT

By Alan Herrity | Jun 30, 2020 | Recruitment

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I mentioned before that what I love most about the recruitment industry is the ability to have a positive impact on someone’s life. Both myself and my teams have placed thousands of candidates over the last twenty years.

Some people who have worked for me now run their own recruitment businesses and I am proud to have played a part in their personal journeys. I have always aimed to be recognised by clients and candidates as someone who is a hardworking who listens and offers both realistic and innovative solutions to recruitment.

Globally recruitment agencies have and will continue to assist the economy. We will also assist the economic recovery. A company named FTI Consulting published a report in May regarding how agency workforces will assist the Economic recovery in Australia.

Here are some of the things that I took from the report:

Australia’s agency workforce comprises more than 350,000 Australians who are employed by nearly 9,000 agency staffing firms to support client businesses.

Agency workers provide a vital support to business and the economy, enhancing flexibility and productivity by providing specialist skills as and when they are needed.

Businesses that draw on agency workers during the economic downturn and recovery are likely to achieve greater productivity and accelerate faster out of an economic downturn. Agency staffing firms can assist displaced workers to transition back to permanent employment in a recovering economy, without losing the protections of workplace laws. Using agency staffing firms to support displaced workers and businesses in the early stages of economic recovery is likely to stimulate additional production of almost $1 billion over the course of the economic recovery. This has the potential to reduce the impact on the Australian Government’s budget position by almost $200 million over the recovery through reduced JobSeeker payments and increased tax revenues.

Facilitating this employment transition for currently displaced workers is likely to produce several significant benefits to the economy. These include:

Reducing the level of unemployment.
Increasing wages earned by individuals above any JobSeeker rates.
Reducing the costs associated with Centrelink payments.

The agency workforce plays a vital role during times of structural and cyclical economic change, where a significant level of churn in employment is experienced. International evidence, historical data and consultations with industry experts suggest the agency workforce has previously played a significant role in managing through the predicted economic downturn and supporting the subsequent economic recovery. During the recovery, it is anticipated there will be significant growth in the labour market in line with previous recoveries, but there will be additional pressure to redeploy talent reflecting the structural adjustment and churn in the economy as well as faster-growing sectors.

Having worked through the aftermath of 9/11 and the GFC on the job market, I have seen and witnessed quite a lot. I think that this has prepared me for the road ahead and whilst this is still ambiguous and uncertain I am confident that recruitment sector globally will be an active player in the economy and helping to transform millions of careers and businesses.

Read the full FTI Consulting Report here

Alan Herrity