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Movemeon’s US GM on his career journey and how the firm is redefining hiring in the consulting and PE market.
Can you tell us a bit about your own career journey and what led you to take on the role of General Manager for Movemeon in the US?
I began my career working in the experiential marketing world, delivering experiences for some of the worlds largest brands and sports properties. We aimed to deliver best in class experiences for fans, consumers, and clients. I was very fortunate to work with many leading marketeers, whose attention to detail and client handling skills have been a strong foundation throughout my career. Since then, I have been leading and scaling disruptive teams and businesses, predominantly at the intersection of HR and technology, often working alongside first class ex-consulting minds.
Prior to Movemeon, I relocated to the US to launch and scale a high performance team at a fast growing UK tech company. I knew of Movemeon as they sourced some incredible candidates and placed some pivotal roles for the firm. When I heard they were hiring a GM, and looking to expand into the US, it felt like the perfect opportunity to draw upon so much of my experience and skillset as well as provide some cultural translation.
What was the vision behind bringing Movemeon (with its specialist hiring, consulting & interim services) to the US market?
I’m very lucky - Movemeon has an incredible track record, candidate network, list of clients and brand recognition in Europe. The team had already spent a few years laying the groundwork in the US by building out our candidates and getting global referrals to clients. Given the success of the business in Europe, expanding into the largest and most mature consulting market was a matter of ‘when’ not ‘if’.
In your experience, what does Movemeon do differently or better than traditional hiring / consulting firms in the US?
What sets Movemeon apart is our engaged network of over 100,000 candidates globally in a very specialist area - current and former strategy consultants. On top of that, our tech driven delivery model means we can engage with better candidates faster than traditional methods.
Can you share some case studies or stories from US companies that illustrate how Movemeon solved a tough hiring or consulting problem?
On a recent call with the Head of Talent for a well known large cap PE firm, they mentioned they were currently hiring for a very specific role on the operating team and gave a one line description of a candidate they were looking for. Within 72 hours we had surfaced the perfect candidate whose background and resume literally “wrote the job description”.
In another recent scenario, a client rang us to say they’d been struggling with a very important role for almost a year, whilst it was slightly outside of our wheelhouse, we were able to agree a model that worked for both sides, and through our network, pull together a very strong shortlist within two weeks. We currently have a candidate in the final round for the role.
If you had to sum up in one sentence what companies in the US should expect if they work with Movemeon, what would that be?
A refreshing approach to a traditionally antiquated industry, through a high-touch and personal service, driven by a tech delivery model.
Looking ahead, what are your ambitions for Movemeon in the US over the next few years - whether that’s new services, industries, or ways of working with clients?
The US is Movemeon’s fastest growing market globally, both on the candidate and client side, and it’s only going to continue accelerating. We’re particularly seeing huge growth in the Private Equity vertical and we’re already growing the team to support, watch this space!
Join Joe and Tobias exploring the intersect between Private Equity value creation & AI strategy.
In this 20-minute conversation, Tobias Haefele and Joe Siantonas share their perspectives on how artificial intelligence is transforming private equity. From the early days of data-heavy machine learning projects to today’s practical GenAI applications, Tobias outlines where funds can unlock real value, from back-office automation and customer support to product innovation and portfolio growth.
They also explore the role of strategy consultants in AI transformation, the skills funds need to build effective AI squads, and what the next five years could look like as the hype fades and adoption matures.
Advisory hiring is surging despite AI’s disruption: large firms and boutiques see rising demand, while clients seek guidance on integrating AI and redefining workforces.
It’s clear that AI poses existential threats to the current consulting operating model. At the core of the consulting proposition is synthesising complex data, market intelligence and driving to clear recommendations. All things that AI will be able to do better than humans. It’s not an if; it’s a when.
Our quarterly market index highlights how hiring trends are evolving, with a particular focus on the near-term outlook for advisory roles.”
In our September analysis, we were very surprised to see that Advisory businesses hiring demand is outstripping that we’re seeing in Large Enterprises. Interestingly, it is also outstripping the demand we’re seeing in scale-ups (a market you’d expect to be seeing a boom from AI).
The risks posed to consulting by AI are widely discussed, and for good reason: At the heart of the consulting proposition lies the ability to synthesise complex data, interpret market intelligence and drive towards clear, actionable recommendations, precisely the areas where AI is advancing fastest. It’s not a question of if AI can outperform humans in these tasks, but when.
This advancement raises existential questions about the industry’s current operating model, particularly for leaders thinking about project staffing, protecting margins, and developing the next generation of partners. The immediate concern for many is how this is impacting talent in, or looking to join consulting firms- why hire more people if AI can do the same things more cheaply?
But this isn’t what we’re seeing. In fact, hiring demand is up within consulting.
Despite the noise around disruption, our data shows a very different short-term story. Hiring demand across the advisory sector has been rising sharply compared to last year. Initially, we hypothesised that this growth was concentrated in boutique firms, smaller, more agile players pivoting to build AI-focused propositions. If true, this would suggest not a real increase in overall demand, but rather a talent migration away from large consulting firms into specialist boutiques.
However, the numbers told a different story. Hiring demand has risen by 21 percentage points in large firms, and by a more modest but still significant 9 percentage points in boutiques. In other words, demand is not confined to specialists, it’s happening across the board.
Why? Clients are grappling with the same questions about the impact of AI
This trend points to a critical dynamic: The immediate impact of AI on consulting has been overstated. For many firms, the boom is being fuelled by client demand for guidance on exactly the issues senior leaders are worrying about themselves:
• How to integrate AI into core operations.
• What it means for workforce design and resourcing.
• Where value creation opportunities lie in an AI-enabled world.
This raises three important considerations for leaders in the consulting industry:
1. Delivery models are shifting, but they’re not collapsing
While AI will automate traditional “analyst tasks,” the near-term demand is for advisory capacity, client guidance, and operating model design. This creates space for firms to rethink the shape and scale of delivery teams, rather than fearing their wholesale replacement.
2. Margins are still defensible, but only when value add is clear
Clients are willing to invest in external expertise, but expectations are shifting. Firms must be ready to demonstrate the distinctive value of human insight alongside AI-driven efficiency, ensuring pricing models reflect both. We see this playing out in the mandates we see from consulting clients, most of whom are looking for deep expertise in a specific functional or industry area, not general capacity augmentation.
3. Talent development cannot be an afterthought
If the AI evolution continues as expected, the real long-term risk is not staffing cuts, it’s a potential skills gap. If AI erodes the traditional training ground of junior consultants, firms will need to ensure the next generation develops judgement, nuanced thinking, client relationship development skills and leadership capability.
Is this a temporary uptick, or a longer term hiring trend?
The jury’s still out on whether this demand surge is a short-lived reaction to AI uncertainty or the beginning of a new growth curve for consulting. But one thing is clear, in the short term, the consulting sector is experiencing a boom, not a bust.
Consulting leaders should resist the temptation to over-correct. Instead, they should focus on building hybrid models, protecting margins through clear value articulation, and reimagining training for future leaders.
What’s certain is that AI will reshape consulting, but for now it’s fuelling demand, not reducing it.
In this article, ou co-founder Rich breaks down 8 simple, practical tips to reconnect with your network, build trust, and stay front of mind for opportunities, all while giving as much as you gain.
Picture the scene.
You've just arrived at a corporate venue. You've picked up your name badge. You're thrust into a room full of people you don't know.
You feel obliged to try & scurry around introducing yourself to folks you'll probably never see again. If you're honest with yourself, you're tempted to hide under the canapé table. And you'll definitely find an excuse for an early exit.
This is what most people picture when we use the term "networking". And it understandably makes most of us want to run a mile.
What's more, it's almost totally ineffective. These aren't people who know you. So how can they trust you or advocate for you?
"Keeping in touch with people who know your capabilities & will advocate for you."
Typically these are people you've worked or partnered with in the past. Probably peers or former bosses. People who know you & like you. Or they might be people that those people have introduced you to with their backing.
When you reframe networking like this, your shoulders relax. In fact, you can picture that re-connecting with these people might actually be quite enjoyable.
Don't get me wrong. If you keep up with this group, it's not uncommon that one of them will give you a call at some point and ask you to join their team. (The timing might not be right. The opportunity might not be right. But it's always great to be asked).
Much more likely is that they'll think of you when someone in their network is chatting to them. It could be that their friend wants an expert point of view. Or a supplier recommendation. Or that they're building a new team and asking for suggestions. Either way, you'll be front of mind for an introduction.
Implement these 8 simple tactics to make networking easy, enjoyable & accelerate your career.
Rich started his career at McKinsey before working as a freelance consultant alongside co-founding Movemeon. Over 15 years he's helped over 5,000 organisations to hire - organisations of all sizes in all industries, globally - and developed a unique overview of what works to build successful, happy careers right up to CEO level.
He has always given advice via LinkedIn message to anyone who's asked for it. And in 2025 - encouraged by his network - he formalised this through the creation of OnUpBeyond .
The 2025 pilot of his career advisory sessions was massively oversubscribed, despite a price point in the thousands 000's. Those who managed to grab a place consistently reviewed the experience as 5*.
In July 2025, he relaunched his support in a truly accessible way via The Career Momentum Hour.
Hiring demand surges, talent supply shrinks: Inside Q2’s shifting job market where Private Equity booms, advisory hiring accelerates, scale-ups rebound, and corporates face mounting pressure to compete
Hiring demand for permanent roles is at its highest we’ve seen for 18 months. We saw an initial strengthening in the market last quarter, but expected this to have dropped given the macroeconomic environment and the impact of tariffs.
However, after a small initial dip in May, the hiring market has continued to grow, reaching its 18-month peak in Q2 2025. As the hiring market has strengthened, the talent index (measuring the supply of great talent on the market) has started to drop. Between Q1 2024 and Q2 2025, the market index averaged at an all time high of 90, before dropping to 75 in July 2025. This is only slightly above the average for 2023 (70), when companies were still struggling to hire post COVID and the Great Resignation.
In this article we look at how different types of companies are being affected by these broader trends. We find that Private Equity is seeing a boom in demand for talent, driven by an increase in deals and an increased focus on operational improvement across ever larger portfolios. We were also surprised to see, despite the coverage that AI is already disrupting the advisory market, that there has been strong growth in hiring across consulting firms.
Finally, we look at the different dynamics of the freelance and permanent markets: Whilst the permanent market has definitely tightened, with visibly less supply, freelance is still a high supply market for talent. We hypothesise that this is more driven by the broader freelance revolution, and a sharp increase in freelancers/ interims available who have chosen to freelance for more control over their work life (which projects they do; hours worked etc.). This might also be contributing to the righter permanent market.
The Index is designed to give employers a read on the talent market: is it competitive? Are candidates open to new roles? Are certain industries or job types seeing more traction than others?
Below is how the index has changed over the last five years. For context, it's worth understanding the Movemeon community:
In terms of interpreting the numbers:
The Talent Index has dropped from 80% last quarter to 77% this quarter. This is considerably below the average over the preceding 12 months of 90, and suggests it is getting harder for companies to hire the talent they need - in other words, demand is increasing as supply decreases. For a point of comparison, it is now at the average level of 2023, where a number of companies were still struggling to hire post COVID and the Great Resignation.
To understand the drivers of this, we are looking into the changes to hiring demand across different company types.
There has been a very clear strengthening in the hiring market since January 2025. We’ve seen hiring activity broadly double over the past 6 months, although this has been very varied by company type.
Whilst Private Equity, Advisory and Scale-ups are fuelling demand in the hiring market, Corporates and Large Enterprises are continue to lag. When we compare the current hiring market with the previous 12 months an even clearer picture emerges: Private Equity funds and portfolio companies have seen sustained growth, whilst hiring across Corporates and Large Enterprises has declined.
There are two primary drivers for hiring demand for PE-backed businesses - the number of new deals and the requirement for portfolio operations support.
New deal activity: There’s been a modest increase in PE deal activity in H1 of this year. This can be shown by EY’s market pulse: there were 275 deals over $100mn vs. 200 in H1 2024. However, this is a long way short of the 400 that were averaged in 2021, and analysing the amount of dry powder in the market, it feels like these are still depressed numbers. Interestingly, based on conversations with funds over the summer period, we’ve noticed a large uptick in deals which we are confident will carry on into H2, so are expecting PE deal activity becoming an increasingly strong driver of hiring demand. This is further supported by EY’s pulse survey, with an overwhelming majority (68%) expecting an uptick in deployment.
Portfolio operations support: The requirement of portfolio operations support is driven by the size of the portfolio and the transformation requirement to achieve the VCP. We believe the increased requirement of support has been the main driver of the increased demand in H1. As funds have held onto portfolio companies for longer, there has been a multiplier effect on the support required. Not only are there more portfolio companies to support, longer holding periods require more frequent chnage to VCPs, often with more hands-on transformation/ operational support. This is against a backdrop of an increased focus on operational improvement, as interest rates have risen and financial leverage has become less effective.
The risks posed by AI to consulting have been widely written about.
It’s clear that AI poses existential threats to the current consulting operating model. At the core of the consulting proposition is synthesising complex data, market intelligence and driving to clear recommendations. All things that AI will be able to do better than humans. It’s not an if; it’s a when.
However, we’ve seen strong growth in hiring for advisory firms. So what’s going on?
Our initial hypothesis was that boutique advisory firms pivoting to focus on AI were growing fast and therefore needing to hire. This would suggest that rather than the advisory segment growing, that it was more a case of people moving from large consulting firms to smaller ones. However, when we ran the numbers, it became clear that hiring demand was coming from both both boutique and large advisory firms.
What this suggests is that the short-term impact of AI on consulting talent has been over-played. It might also indicate another trend at play: Consultancies going through a period of growth as their clients invest in getting to grips with what AI means for them and their operating model. What remains to be seen is if this is a temporary blip, or the future of consulting.
The scale-up market has been depressed since the 2020-21 VC-driven bubble. The focus has increasingly been on the bottom line, and for many this has meant going into survival mode to elongate runways or drive towards cash-flow positive business models.
There has understandably been a big focus on AI scale-ups, and there is an increasing concern among many that there may be a new bubble forming around AI. But when we look at the hiring demand we’ve seen, it’s been broad and feels like more a return to normal levels.
When we look at the increase in hiring demand, alongside the change in the Talent Index, it’s interesting to see that despite the growth in hiring there is still a lot of supply; the Talent Index remains stubbornly at 94%, well above average in the market. This suggests that this is still a market where there is a lot of talent looking - driven by 2-3 years of depressed hiring.
Large Enterprise hiring is trailing well below the growth we’re seeing across Private Equity, Advisory and Scale-ups. Not only is it below the average demand it’s seen over the last 18 months, it’s also reduced in growth over the last three months.
What’s interesting is that this doesn’t mean there’s oversupply in the market. We were expecting to see a very high Talent Index - indicating there’s a lot of talent in the market looking for new roles. However, at just 58%, Large Enterprises and Corporates have the lowest value of any of our different company types. This suggests there is a real attraction challenge - the growth of PE, and to some extent scale-ups, is taking talent away from more traditional routes like joining the Strategy team of a well-recognised, large, global business.
If Private Equity and Scale-ups continue their growth - we foresee this being a hard part of the market to hire in for the foreseeable future. It’s for this reason that we’re starting to see an increase in freelance and interim demand across Large Enterprises.
Whilst the Talent Index has tightened for permanent roles, it appears to be more resilient in the freelance market, where a continued over-supply of talent persists.
We’ve seen broadly consistent demand across freelance and permanent roles on the hiring side, so it feels like there is something a bit more fundamental at play on the supply side. We have written extensively on the freelance revolution that we are witnessing in the market - some of the very best talent choosing to enter the freelance market to have more control over the work they do, and their lifestyle. The more resilient talent index suggests that very strong supply on this side of the market could be the main driver. It might also help explain why we’re seeing the dip in the permanent market.
Talent tightens, demand returns: How shifting market dynamics are creating new opportunities — and pressures — across hiring landscapes
This report marks the second instalment of Movemeon’s Quarterly Hiring Analysis — a regular update designed to help hiring managers and candidates stay ahead of the market across Private Equity, VC-backed scale-ups and large Enterprise businesses. Our insights are powered by over 1.8 million data points from the Movemeon platform, giving you a clear picture of how candidate interest and hiring demand are shifting.
At the heart of this analysis is the Movemeon Hiring Index — a scale from 0 to 100 that reflects how attractive the job market is for employers. In short: a higher index means higher candidate interest per role. When the economy slows, candidate supply tends to rise, pushing the index up. When hiring demand picks up and candidate availability falls, the index drops.
To find out more about hiring with Movemeon get in touch with our team here.
After 6 months in the second half of last year with a value between 90 and 100 (the highest values we’d seen, indicating high interest in new roles), the index dropped to 75 in January and 80 in February.
We look at the drivers of this change, highlighting how a drop in the freelance market index pre-empted a drop in the permanent market index. We then look at how these trends have varied depending upon industry, finding that Private Equity is starting to lose it’s talent edge, just as there has been increased demand for hiring in the market.
We conclude that all the drivers are there for a war for talent, but that this is likely to be localised initially to Private Equity backed-companies where we’re seeing both higher hiring demand coupled with a slight decrease in candidate supply. We forecast this to further expand into consulting and potentially corporates, driven by increased demand and reduced supply respectively.
The Index is designed to give employers a read on the talent market: is it competitive? Are candidates open to new roles? Are certain industries or job types seeing more traction than others?
Below is how the index has changed over the last five years. For context, it's worth understanding who the Movemeon community are:
The freelance and interim market has broadly mirrored the permanent one, but tends to shift first — reacting more quickly to changes in business needs and macroeconomic signals. This can be seen by the permanent having a slight lag from the freelance index, as well as often slightly dampened highs and lows.
Candidate interest in consulting and corporate roles is now at a one-year low. These sectors are beginning to feel the effects of tightening supply. In contrast, PE-backed companies — where hiring demand remains strong — are still benefiting from relatively high candidate availability, but that gap is closing thanks to slight increases in interest in start-ups/scale-ups as well as consulting.
The phrase “war for talent” was first coined by McKinsey in the late ’90s and resurfaced in 2022 during the Great Resignation and post-COVID hiring boom. Are we seeing a resurgence?
The answer lies in the balance between:
What we’re seeing is clear: Q1 2025 was the busiest hiring quarter since early 2022. This suggests that overall demand is returning — and it’s being led by Private Equity.
In fact, PE’s share of total hiring demand has grown significantly over the past two years. As deal volume picks up and portfolio businesses push ahead with transformation plans, the ‘war for talent’ is likely to intensify, albeit localised at first.
Whilst we expect this war for talent to be highly localised to Private Equity initially, we are forecasting that it will expand into consulting and corporates over the course of the next year. The expansion into consulting will predominantly be demand led: increased deal flow will result in more consulting work, which will mean more hiring in a slightly dampened market. For corporates the challenge will be supply led: their historic disadvantage in hiring ex-consulting talent compared with PE or consulting has further widened, meaning a small increase in demand will have a big impact.
Insider tips for consultants to craft a standout CV, highlight skills, and impress recruiters.
In the UK, your CV should ideally fit nicely onto 1 page. If it’s a real squash, go for 2, but never more than that. You’re probably past needing to write about being a school prefect or captaining the tennis team. Companies receive a huge number of applications and typically your CV will be reviewed on an average of 6 seconds. Remember, your CV is a conversation starter. It’s a tool to get you to interview, where you can share more details. It should leave the reader wanting more. If you write too much detail, you may make it more difficult to strike up interesting dialogue at interview.
If you are a consultant, writing a few lines/bullets about a selection of projects is NOT a reader-friendly format. You are thereby requiring the reader to draw their own conclusions about your key skills. Instead, try structuring your CV by key skill (‘analysis’, ‘team leadership’, ‘finance’, ‘stakeholder management’ etc) and writing a few / lines bullets to substantiate each of these – drawing from a range of projects for each skill. Put the skills in bold as mini titles. Even more, adapt the skills you list to reflect the exact skills – even the language – of the employer’s job post. That way, the reader can scan through your CV and tick all their boxes in seconds.
This is 2-3 lines at the top of the page saying “this is me, what I want to do and why that’s a perfect fit for this job”. The combination of personal summary & the bold list of skills is all the reader needs to know.
Make it easy to navigate: first impressions count, so it needs to look attractive. A “busy” CV intimidates the reader while a good, clear format is your best friend: use section titles and bullet points to divide into bite-sized chunks and avoid long passages of text. Resist the temptation to reduce the size of your margins – whoever reads your CV will want somewhere to make notes. The reader will have specific “boxes that you need to tick” so the easier you make it for them to find this information, the better.
Don’t just describe what you did. Your achievements – particularly at work – will seem more impressive if you get across the impact that your actions had. Use numbers where possible (e.g., generated 9% sales growth YoY, delivered £92m efficiency savings).
Often what you do outside of work is what can differentiate you from another consultant/ex-consultant with similar experience. It shows you’re an active, interesting person and often provides a comfortable ice breaker at interview.
Your CV is very personal, so you will find it impossible to be objective. Send it to a few friends and take their advice. Headhunters will often have useful tips too. It might involve a few iterations but it will get better with each one.
You may not know this but recruitment agencies may blanket email out your CV to loads of companies without your knowledge. If they get a bite, they will then contact you and try to talk you into applying for a role. This can make you look really uncoordinated if you’ve applied for a role at the same company directly in the meantime. If a recruiter asks for a copy of your CV, say no until they provide you with an exact job description that interests you and is live. Even then, send a pdf version of your CV clearly stating exactly which role and company this CV is to be used for.
If you think a job sounds amazing, you can be sure that others like you think the same. Your application will not stand out unless you write a compelling cover letter. What’s the point in spending hours revamping your CV for it to be overlooked as your application lacks a cover letter?! For help on this, why don’t you have a look at our article about the importance of cover letters?
At Movemeon, we connect (ex) consultants and freelancers with tailored job opportunities, industry insight & events. Register now to view and apply to jobs and for networking and events.
Click here to view insider tips on how to be successful on Movemeon from our success managers
Chief of Staff roles suit ex-consultants, vary by firm size, and offer paths to leadership.
Are you looking to hire a Chief of Staff? In this article Movemeon’s co-founder Rich shed light on how this role can be different depending on the size of your organisation, what salary you need to pay and the most important thing to get right when hiring a Chief of Staff.
The Chief of Staff role is a perfect fit for the consulting skill set. Beyond strategy & transformation teams, it’s a common home for consultants making their first job move out of consulting and into “industry”. It’s a role that can exist in everything from startups to multinationals to public sector organisations, and it’s very commonplace in Private Equity backed portfolio companies too.
The job title “Chief of Staff” is enough to put some people off hiring one. Let’s face it: the title is very vague, somewhat grandiose, and conjures up images of the West Wing. That’s why many organisations prefer to use a more descriptive job title, like “Right Hand to the CEO”, for the purpose of marketing this opportunity.
Plenty of larger organisations also have a “Right Hand to” for various senior team members, like the COO, CFO etc. In smaller organisations, the Chief of Staff can be a shared resource for the leadership team (rather than purely for the CEO / Founder).
What alternative job titles are there for a “Chief of Staff” or “Right Hand to”?
Other job titles I’ve seen used include:
Equally, roles such as “Head of Special Projects” or “Head of Strategic Initiatives” tend to have very similar remits. In itself, the “Chief of Staff” job title tends only to be used in larger organisations (including the public sector).
The job title “Chief of Staff” is very vague, that’s why many organisations prefer to use a more descriptive job title, like “Right Hand to the CEO”.
It has become very commonplace for a growing business to hire a Chief of Staff. In these types of startup businesses, the title “Right Hand to” or “Strategic Assistant to” is more widely used, particularly outside of the US (where Chief of Staff is more usual).
The main reason startups and scaleups hire a Chief of Staff is to give the CEO / Founder and senior leadership team more bandwidth. Typically, these organisations are not yet big enough (e.g, 25-250 people) for a fully-fledged strategy or transformation or special projects team. Therefore, the Chief of Staff fulfills that remit and typically, as the organisation grows, goes on to lead a larger team within a more established / formal organisational structure (commonly COO, Strategy & Innovation Director).
The main responsibility of the Chief of Staff is to take ownership of important projects that the members of the leadership team don’t have capacity to deliver, but are important enough to be on the CEO’s to-do list. These projects can range from researching new market entry, to creating organisational processes, to developing an early insights-type function.
In smaller startups the CEO tends to do multiple roles as the team is not big enough to hire a dedicated COO / CFO / Head of Insight etc, and if there is a Co-Founder, they tend to be technical (i.e, focused on the product). So the Chief of Staff becomes a “mini me”, helping the CEO / Commercially Oriented Founder deliver across all these areas. Simply puts it doubles the CEO’s capacity.
The main reason startups & scaleups hire a Chief of Staff is to give the CEO / Founder and senior leadership team more bandwidth.
Startups favour a more junior hire for Chief of Staff than larger organisations. In our experience of supporting 1,000s of startups hires through Movemeon, someone with ~2-5 years of consulting experience is what startup Founders and CEOs look for.
In joining a startup, consultants are happy to make a sideways (or sometimes slight downwards) move in terms of basic salary. So, in the UK, the basic salary for a startup Chief of Staff is normally between £70,000 – £100,000, depending on the seniority desired.
Equity / options are very much expected for a Chief of Staff and the startups able to recruit the highest potential talent will have these in place. After all, the Chief of Staff often goes on to become a future leader as the business continues to grow (e.g, Commercial Director, Country Manager, Chief Strategy Officer etc).
Startups favour a more junior hire for Chief of Staff than larger organisations. In the UK, the basic salary for a startup Chief of Staff is normally between £70,000 – £100,000, depending on seniority desired.
In larger Private Equity-backed businesses, large domestic corporations and multinationals, the Chief of Staff role is typically aimed at a more senior candidate (although hiring for a more junior “strategic assistant” is not uncommon, perhaps in combination with a true “Chief of Staff”). While an element of “special projects” remains, a larger part of the role is to act on behalf of, or deputise for the CEO. The role involves a lot of stakeholder management of other senior colleagues and, as such, CEOs and other Execs hiring for a Chief of Staff typically seek candidates with ~7-15 years of experience.
In the largest organisations, the Chief of Staff will normally manage a team within the “CEO Office”, including analysts to support project delivery & research (to give the Chief of Staff bandwidth). It’s important to note that the Chief of Staff is not typically in charge of the CEO diary and there would be a separate Executive Assistant in that role (not to be confused with the “Strategic Assistant” – a common job title for a more junior Chief of Staff).
Chief of Staff is normally a stepping stone role performed for 12-24 months before moving into a commercial or operational leadership position. In this way, and similar to how strategy teams can be used for talent acquisition, hiring a Chief of staff every 1-2 years is a way to create a pipeline of high potential “future leader” talent.
In large organisations, the Chief of Staff role is typically aimed at a more senior candidate. Hiring a Chief of staff every 1-2 years is a way to create a pipeline of high potential “future leader” talent.
Chief of Staff is not a role confined to the private sector, as it is also commonplace in other types of large organisations (e.g, government, public & charitable sectors). While pay may be lower within non-private-sector organisations, typically the annual basic salary for a Chief of Staff in the UK is between £120,000-175,000. The Chief of Staff would expect a performance bonus in line with other colleagues at the same seniority and to benefit from a long term incentive plan (as is common for leadership tiers within big businesses).
Typically the annual basic salary for a Chief of Staff in the UK is between £120,000-175,000
Here at Movemeon we support 100s of organisations in hiring a Chief of Staff or similar. We’re fortunate to have kept in touch with candidates and CEOs after they have started in the role and here’s a great summary from the horse’s mouth of the things to think about when hiring / interviewing.
The piece of advice we are given more than any other is to make sure you get on well with the person you are hiring / CEO you’ll be working with. The nature of the role means that this is a very close working relationship. You’ll be spending lots of time together and in that environment any friction can quickly build into an extremely unhealthy working relationship. So take your time in the interview process, ask lots of questions and make sure you spend some “non interview” time together before making / accepting the job offer.
The nature of the Chief of Staff role means that this is a very close working relationship, make sure you get on well with the person you are hiring
In einer zunehmend digitalisierten Welt ist die Rolle des Chief Technology Officers (CTO) für Unternehmen von entscheidender Bedeutung. Der CTO ist ein Schlüsselspieler in der Tech-Strategie und Entwicklung des Unternehmens. In diesem Artikel werden wir uns genauer ansehen, warum es für Unternehmen unerlässlich ist, einen CTO einzustellen und wie diese Position einen entscheidenden Beitrag zum Erfolg leisten kann.
In der heutigen Geschäftswelt ist Technologie das Herzstück erfolgreicher Unternehmen. Egal, ob es sich um die Entwicklung neuer Produkte, die Verbesserung von Geschäftsprozessen oder Datensicherung handelt - Technologie spielt eine Schlüsselrolle. Hier kommt der Chief Technology Officer ins Spiel. Der CTO ist verantwortlich für die Gestaltung und Umsetzung der technologischen Vision eines Unternehmens.
Innovation ist ein entscheidender Faktor für den langfristigen Erfolg eines Unternehmens. Ein erfahrener Chief Technology Officer verfügt über das Wissen und die Fähigkeiten, um innovative Technologielösungen zu entwickeln, die das Unternehmen voranbringen. Dies kann die Einführung neuer Produkte und Dienstleistungen, die Optimierung von Geschäftsprozessen oder die Erschließung neuer Märkte durch digitale Initiativen umfassen. Durch diese Innovationen kann ein Unternehmen wettbewerbsfähig bleiben und sich von Mitbewerbern abheben.
Er ist nicht nur für die Entwicklung von Technologielösungen verantwortlich, sondern auch für die Gestaltung und Umsetzung der gesamten Technologiestrategie eines Unternehmens. Dies umfasst die Auswahl der richtigen Technologien, die Sicherstellung der Skalierbarkeit und Sicherheit von Systemen sowie die Ausrichtung der Technologiestrategie auf die langfristigen Geschäftsziele. Der CTO ist auch für die Führung und Entwicklung des technischen Teams verantwortlich.
In einer Zeit, in der Datensicherheit und Datenschutz von höchster Bedeutung sind, spielt der Chief Technology Officer eine entscheidende Rolle bei der Gewährleistung der Sicherheit von Unternehmensdaten und -systemen. Ein erfahrener CTO kann Risiken identifizieren, proaktive Sicherheitsmaßnahmen implementieren und im Falle von Sicherheitsvorfällen schnell reagieren. Dies trägt dazu bei, das Unternehmen vor schwerwiegenden finanziellen und rechtlichen Konsequenzen zu schützen.
Er kann auch dazu beitragen, die Effizienz von Geschäftsprozessen zu steigern und Kosten zu senken. Durch den Einsatz von Technologie können manuelle Aufgaben automatisiert, Arbeitsabläufe rationalisiert und Ressourcen besser genutzt werden. Dies führt zu einer verbesserten Rentabilität und einem effektiveren Einsatz von Ressourcen.
In einer Zeit, in der Technologie den Erfolg eines Unternehmens maßgeblich beeinflusst, ist die Rolle des CTO von entscheidender Bedeutung. Er treibt Innovation voran, entwickelt Technologiestrategien, schützt vor Risiken und trägt zur Effizienzsteigerung bei. Die Einstellung eines CTO ist daher keine bloße Investition, sondern eine strategische Entscheidung, die das Wachstum und die Wettbewerbsfähigkeit eines Unternehmens maßgeblich beeinflussen kann.
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