There’s a shift underway - corporate gender diversity conversations have progressed from how to increase the number of females in historically male-dominated functions/industries to how to achieve true gender parity at every level of organisations. There’s a long way to go.

The organisation was changing its strategic direction over the next few years with a focus on becoming a global Tech business. With this change in strategy comes a huge shift in their talent requirements to ensure this transformation is successful.

The world’s third-largest bottler of a global drinks brand is responsible for the sale of over 2 billion unit cases annually, reaching 615 million people across 28 countries. The company was looking to take its Executive Search and overall Talent Sourcing model from “good to great”, and building a best-in-class talent intelligence and competitor insight function was a key element in this step change.

Tight-knit and highly focused on their goals, high-performance teams achieve superior business results almost always. Typically, they are more strategic with their meetings, invest time bonding over non-work topics and give (and receive) appreciation more frequently.

Armstrong Craven recently partnered with a global financial services organization on an initial 12-month embedded search and talent sourcing project. The business had ambitious growth plans in the USA, which was a relatively new market for them, being a more recognized brand in Europe and APAC. They were looking to partner with an expert talent sourcing team to help them achieve their 2022 goal of 33 new hires in one of their business-critical functions.

A Fortune 50 leading US bank approached Armstrong Craven to help them improve the bench strength in the Chief Finance Officer (CFO) Office. In support of the bank’s wider DE&I strategy, the project specifically focused on introducing candidates from underrepresented groups who could develop into a C-level role in the CFO group in the coming years.

Armstrong Craven was initially engaged to identify talent working elsewhere within professional services with a strong network in the Russian market but who had had exposure to a globally-operating business and international / Western culture.