Executive search · Leadership assessment · Succession planning
Twenty-five years of search experience. Seventy-plus C-suite placements. One conviction that has not moved: the network is not the differentiator — what we do with it is.
We are more curious than most. We have more conversations than most — the ones that are not about a live mandate, the ones that build the relationships you cannot switch on when a seat falls vacant. That depth is not a by-product of how we work. It is the work.
01Genuine relationships, not LinkedIn reach
Beyond the unsolicited message.
People no longer open messages from strangers. We rely on trust and relationships built over twenty-five years, which gives us access to exceptional passive talent — leaders who are not looking, and would not reply to anyone else.
That access is not a database. It is a track record of conversations held without an agenda, across insurance and the financial services that surround it, long before a mandate exists.
02From people and paper to people and impact
Marc has shaped this shift since 2010.
Since 2010, Marc has worked on the roles that moved this industry through three eras.
- 01
People and paper.
When insurance ran on process, forms and administration — and leadership was measured by how well the machine was kept running.
- 02
People and purpose.
When the industry began to ask what it was actually for, and leaders were asked to carry meaning as well as margin.
- 03
People and impact.
Where we are now. Leaders are judged on what genuinely changes — for customers, for teams, for the enterprise.
Having placed leaders through each of these transitions — previously heading the Asian insurance practice at Spencer Stuart, with senior roles at Harvey Nash, Marlin Hawk and Michael Page — Marc recognises the next shift while it is still forming.
03Target operating model, and the leaders who fit it
We do not only understand the model shift. We know the archetypes.
Plenty of advisers can map your target operating model. Far fewer can tell you which kind of leader it actually requires — and that gap is where expensive hires go wrong.
We work with two leadership archetypes, matched to the outcome you need:
To future-proof with AI, data and innovation
Leaders who have genuinely built, not merely sponsored. We bring that lens directly: senior operating experience across group strategy and M&A, banking and tech-led transformation, spanning healthtech, fintech, AI and data-driven solutions across Africa and Asia-Pacific.
To build culture and create resonance in teams
Leaders with real authority of character, who create the conditions where good people do their best work and choose to stay.
Most mandates need both, in a particular proportion. Naming that proportion precisely, before the search begins, is where our work starts.
04Our proprietary framework
The 3 Pillars of Resonance™ — built to understand the human, not the CV.
A CV tells you where someone has been. It says little about how they think, what they do under pressure, or whether they will thrive in your specific environment.
Our framework — inspire progress, cultivate alliances, drive excellence — answers three questions about every leader we assess: whether they move an organisation forward, whether they build trust across it, and whether intent becomes outcome. The working detail sits in the report you receive, not on this page.
- 01
Inspire progress
- 02
Cultivate alliances
- 03
Drive excellence
We are certified partners of The GC Index®, delivering impact-energy profiling across every engagement — evidence you can interrogate, compare across a shortlist, and defend at board level.
05The Leadership Horizon
We know the past, we read the present, we understand where the future heads.
Together, this gives us a clear view of what we call the Leadership Horizon — the distance between the leadership you have today and the leadership your strategy will demand.
Most firms hire for the role as written. We help you hire for the role as it will be — eighteen months, three years out, when the operating model has moved again. We understand the global themes of innovation driving economies and business, and we have access to talent that moves organisations from transformation into real, sustained innovation.
The Leadership Horizon
- 01TodayThe role as written.
- 02Eighteen monthsThe operating model has moved.
- 03Three yearsThe leader your strategy will need.
We hire for the role as it will be.
06Retained only, and why it matters
Retained only. By conviction, not by convenience.
We work retained only. Not as a commercial preference, but because the work we do is not possible any other way.
- Genuine market mapping.
- Approaching leaders who are not looking.
- Assessment with real rigour.
- Honest counsel when the answer is that your specification is wrong.
None of that survives a contingent model.
Twenty-five years of search experience sits behind that conviction — a leadership adviser who knows the current landscape of insurance and adjacent financial services, and what is coming next. On the hires that sit at the cusp of what is next, that judgement is the difference between a good appointment and a costly one.
07Team and culture
Collaboration and innovation, without compromise.
The team brings more than sixty cumulative years across executive search, with deep sector expertise in insurance and the financial services that surround it. Mandates are not owned by one consultant defending their patch; the whole team's judgement is brought to your problem.
It is why we deliver with accuracy, and without compromise on quality — seventy-plus C-suite appointments within leading multinational insurers, banks, wealth and asset managers, across North Asia, Greater China, Southeast Asia and MENA.
08What we do
Search, succession, and leadership advisory.
Not a pitch. A conversation about the leadership your strategy will ask for, and whether we are the right firm to help you find it.