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Dominating Trends in the Life Sciences Sector

The life sciences sector is undergoing a major transformation, shaped by technological advancements, regulatory shifts, evolving consumer expectations, and competitive market dynamics. Companies that embrace these changes will be best positioned to drive innovation, improve patient outcomes, and maintain long-term success.

Key Industry Trends:

Innovation & R&D Productivity – AI, digital twins, and predictive modeling are streamlining drug discovery and development, offering faster and more precise solutions.

Regulatory Evolution – Policy changes across the US and EU are driving new compliance challenges, requiring proactive strategies.

Competitive Pressures & Market Dynamics – The patent cliff is increasing reliance on mergers and acquisitions to sustain growth.

Personalized Medicine & Precision Healthcare – Genomics, biomarker discovery, and AI-driven health monitoring are reshaping treatment approaches.

Sustainability & Climate Initiatives – Businesses must integrate ESG strategies to meet regulatory demands and enhance market reputation.

Technological Advancements – AI-powered diagnostics, neural implants, and patient-centric digital tools are transforming healthcare delivery.

With these shifts, new job opportunities are emerging across AI, regulatory compliance, ESG, and personalized medicine—making this an exciting time for professionals in the field.

Download the full report for deeper insights into these trends and how they will shape the future of the life sciences sector.

Advancing Gender Equality in Finland’s Labor Market: A Model for Leadership and Board Representation

I have always admired one of my largest clients, a multibillion € technology company, for how they promote women in executive leadership by making sure there is a number of them ‘growing’ in the middle management level. This is so much better than hiring one or two from outside to the executive board.

But what is the situation overall in Finland? The outlook is strong, as Finland has long been a leader in gender equality, and its labor market reflects this progress. With strong societal commitment and corporate initiatives, the country continues to make significant strides in closing the gender gap at executive and board levels, setting an example for others. While challenges remain, progress and direction are encouraging.

This success stems from Finland’s voluntary corporate governance recommendations, comprehensive parental leave policies, and strong female representation in education, particularly in business and technology. By promoting work-life balance and equal career opportunities, Finland has built a corporate culture where more women can reach top leadership roles.

As a global technology hub, Finland has also made progress in increasing female representation in its thriving ICT sector. While tech remains a traditionally male-dominated industry, initiatives such as Women in Tech Finland and targeted university programs are driving change, ensuring more women enter and advance in STEM careers. Companies recognize that diverse leadership enhances innovation and competitiveness, and many have set internal targets to increase gender balance in executive teams and boards.

Finland’s Leadership in Gender Equality: A Model for Sustainable Progress

Compared to other countries, Finland stands out as a frontrunner in gender equality at the highest corporate levels. The EU’s recent directive aims for 40% female representation on listed company boards by 2026—a goal Finland is well on track to achieving. In contrast, many European countries, such as Germany and France, have relied on legal quotas to enforce gender balance, whereas Finland’s progress has been achieved primarily through voluntary measures and cultural shifts.

Beyond Europe, Finland surpasses countries like the U.S., where women hold around 30% of S&P 500 board seats. Among Nordic peers, Finland’s steady, organic progress highlights the effectiveness of long-term equality efforts.

Despite these achievements, challenges remain, particularly in CEO and chairperson roles, where men still dominate. However, with growing awareness, corporate initiatives, and strong societal support, Finland is well-positioned to further close the gap. By fostering an inclusive business culture and ensuring equal opportunities in leadership, Finland continues to serve as a global example of workplace equality.

The Evolving Landscape of Venture Capital: Key Trends to Watch

2025 has begun, with some economic turmoil to mark the occasion. However, if you plan to explore the venture capital sector, you are doing so at an exciting time. VC investment is currently experiencing ground-shifting transformations driven by a shifting economic landscape and rapidly advancing technologies, with generative AI and its spin-offs taking centre ground. Be prepared, though, for an increasingly challenging environment. VC Investment during 2024 was down 15% compared to the previous year, and so far, there is little to suggest 2025 will be any easier, though things can turn around very quickly. But do not let that discourage you. The VC remains an exciting and rewarding sector, especially for those with a positive view of risk.

In this article, we explore some key trends in VC in 2025 that are of significant concern to stakeholders who aim to succeed in the stimulating venture capital world. We also highlight some emerging job opportunities and marketable skills for those seeking a career in the sector.

Focus on Generative AI Startups

Venture capitalists tend to look favourably at generative AI (GenAI) startups, not least because of their natural fit with their investment strategies and the broader technology landscape. There is no doubt that GenAI promises to transform many sectors, including healthcare, education, entertainment, and finance. Such transformations range from personalised healthcare and automated content creation to advanced customer service tools and innovative product designs. With huge scope for scaleability, the GenAI market is expanding rapidly with huge growth potential in the coming years, with the potential for exponential growth add venture capitalists love. GenAI also helps startups streamline their operations; the technology has already created numerous success stories.

Additionally, Gen AI startups usually involve incredibly talented teams with expertise in associated technologies such as machine learning, computer vision, and natural language processing. The fact that generative AI readily integrates with technologies such as the Internet of Things (IoT), edge computing and blockchain opens numerous opportunities which can attract further funding and partnerships.

VCs are always keenly focused on possible exit strategies. That mega-companies such as Microsoft and Amazon are eager to acquire GenAI startups makes such startups even more attractive. While this is highly positive for GenAI startups, the environment is highly competitive, with many talented teams fine for opportunities to Develop and commercialise their ideas.

Emerging Job Opportunities and Skills

If you are seeking stage 1 or stage 2 VC funding, this is an excellent time to pursue your ambitions. For those seeking a career in VC, the trend in generative AI startups will create significant opportunities for:

• AI investment analysts who are skilled in technical and market evaluation of AI innovations
• Ethical AI compliance experts to navigate ethical and regulatory challenges.
• AI startup advisors with experience in scaling AI-driven ventures

New Wave System 2 Generative AI startups

System 2 Generative AI s a new wave of artificial intelligence technologies that combine generative AI with reasoning, planning, and decision-making skills. The System 2 moniker relates to Daniel Kahneman’s “System 2” thinking, where “System 1” thinking is fast and intuitive, and “System 2” is deliberate, analytical, and capable of handling complex problems. Thus, System 2 Gen AI includes logic and reasoning, long-term memory, planning and strategy, multimodal integration, and an enhanced capacity to operate independently and adapt to new environments.

The implications are enormous, including automating extraordinarily complex workflows, such as legal contract analysis, personalised applications in healthcare, education, and customer service, and accelerating R&D in drug discovery, robotics, and energy optimisation. System 2 is set to become a cornerstone technology requiring high-level reasoning and decision-making. Venture capitalists are attracted to service-based models, where companies deliver outcomes rather than software.

An example is Synthesia, which specialises in generating realistic video avatars for corporate communications. Funded by Google ventures, New Enterprise Associates, and others, it is now valued at $2.1 billion. Another example is Databricks. The company leverages AI and data processing analytics to deliver platforms for large-scale data management. Valued at $62 billion in 2024, it raised venture capital funding of $10 billion, the highest of the year.

Emerging Job Opportunities and Skills

VC firms need additional skill sets to manage System 2 investments. VCs must adapt to evaluate, support, and capitalise on startups leveraging this technology. Key roles and skills relevant to venture capital firms include:

AI Investment Analysts evaluate startups developing System 2 AI technologies. Identify promising technologies, assess their feasibility, and predict market potential.
Technology Due Diligence Specialists with Expertise in machine learning, neural network
Venture Builders and Advisors to Support portfolio companies in building System 2 AI products by providing expertise, connections, and operational advice.

Climate Tech and Sustainability Investments

The push to net zero and other environmental pressures have encouraged a wealth of climate tech startups. Such companies aim to develop and deploy innovative technologies and services to mitigate climate change, reduce greenhouse gas emissions, and promote environmental stability. Such startups encompass numerous sectors, including energy, transportation, agriculture, waste management, and carbon capture.

There is an urgent need for innovative solutions. Unsurprisingly, the global market for such developments will run to many trillion dollars in the coming decades.

VCs primarily focus on seed and first-stage funding for startups working on breakthrough technologies such as carbon capture, fuel cells, and next-generation batteries. Funding is also available for scaling up proven technologies and developing partnerships with large corporations. Exit strategies typically include acquisition, which may establish players in the energy market and IPOs.

Successful partnerships include Climate Tech, which focuses on direct air capture to remove atmospheric CO2. The enterprise raised $800 million in multiple funding rounds with investors, including Lower Carbon Capital, Microsoft’s Climate Innovation Fund, and Rivian (Electric Vehicles), which raised $10 billion from a group of investors, including Amazon.

Emerging Job Opportunities and Skills

As the sector grows, there will be increasing opportunities for:

Climate Investment Specialists with knowledge of green technologies and sustainable business models.
Carbon Accounting Analysts proficient in quantifying environmental impact metrics.
Sustainability Advisors with experience in aligning business operations with ESG goals.

Quantum Computing

Quantum computing has featured divisions moving post-launch scale companies and innovative individuals for many years. Companies such as IBM, Google, and Rigetti have demonstrated progress in quantum hardware, such as achieving quantum advantage and steadily increasing the number of qubits a device uses. We have also seen breakthroughs in error correction and fault tolerance.

On the software side, numerous quantum algorithms have been demonstrated that show the huge superiority that quantum computing can potentially deliver.

In the short term, applications will likely focus on quantum simulation, optimisation, and machine learning for sectors such as drug discovery, finance, and advanced materials. Quantum encryption will emerge as a vital sector. Once quantum computing arises from the laboratory, today’s encryption systems will soon be broken, with the only currently envisaged solution being quantum encryption.

While many technical barriers remain to the full implementation of quantum computing’s potential, the current state of the art appeals to many venture capitalists. For instance, it offers unique intellectual property, the technology will be highly scaleable with a clear roadmap to commercialisation, and many early market applications,
Some early partnerships include IonQ, which raised $700 million from investors including Google, Amazon Web Services and NEA; and Rigetti Computing, whose unique IP involving superconducting qubits, which raised over $200 million, led by Bessemer Venture Partners.

Emerging Job Opportunities and Skills

Despite its many technical challenges. quantum computing has an exciting future. VCs are keenly interested in startups with innovative IP and early market pull. The overlap of quantum technologies with cloud computing, AI, and cybersecurity adds several more strings to the bow. Thus, VCs are looking for people:

Have a deep understanding of quantum computing.
Possesses a strong technical background as a market analyst
Can function as quantum business strategists.

Conclusion

The VC market of 2025 remains challenging. However, it also holds exciting opportunities. For those ready to take risks and embrace innovation, the future is an open book. From generative AI to climate tech and quantum computing, venture capitalists are keen to position themselves as leading lights in fast-paced technical transformation.

Success in this sector will require excellent analytical skills, a profound understanding of emerging technologies, and the vision to navigate this complex and competitive landscape. For entrepreneurs, job seekers, and VCs alike, the future of VC promises growth, innovation, and opportunity.

Global Energy & Renewables: Shaping Our Future

The overwhelming scientific consensus is clear: human-generated greenhouse gas emissions are the primary driver of climate change. While there is global recognition of the threat it poses, the world remains divided on how best to address this challenge. Climate action varies significantly across the world’s leading economies, influenced by political shifts, economic interests, and policy decisions.

As nations strive to balance energy security and environmental goals, we observe a mixture of progress and setbacks in the transition to cleaner energy. Below, we explore key developments in energy and renewables across some of the world’s most influential economies, highlighting both the growing momentum and the hurdles we face.

USA: A Shifting Landscape

In the United States, renewable energy policy has remained inconsistent under President Trump’s second term in office. During his presidency, Trump rolled back several environmental regulations, including withdrawing from the Paris Agreement and scaling back clean energy initiatives. In his second term, while there is a renewed emphasis on energy security and economic growth, his administration has continued to favour fossil fuels over renewable energy in many policy areas.

However, some positive strides have been made at the state level, where many regions have continued to push forward with renewable energy projects, regardless of the federal stance. These state-led initiatives reflect a growing recognition of the importance of transitioning to a clean energy future, even as national leadership faces challenges in aligning with global climate efforts.

European Union: Leading with Commitment

The European Union is a global leader in renewable energy adoption, unwavering in its dedication to combating climate change. The EU’s European Green Deal sets a robust path to reduce fossil fuel dependence and increase renewable energy contributions. As part of its commitment to a low-carbon future, the EU has pledged to phase out Russian oil, gas, and coal by 2027, while continuing to expand its renewable energy infrastructure. Meanwhile, the UK remains dedicated to achieving net-zero emissions by 2050, with a targeted 81% reduction in greenhouse gas emissions by 2035.

Despite the EU’s leadership, political and economic challenges persist. For example, ongoing debates around aviation expansion and North Sea oil exploration highlight tensions between environmental goals and economic interests. These issues demonstrate that while substantial progress is being made, balancing growth and sustainability remains a complex task.

China: A Dual Approach to Energy Transition

China has set ambitious goals, aiming for carbon neutrality by 2060. It is already the global leader in solar and wind power capacity. However, despite its push toward renewables, China continues to invest heavily in coal-fired power plants to meet its immediate energy demands. This dual approach—advancing renewables while maintaining traditional energy sources—reflects the delicate balance China faces as it navigates its energy transition.

Australia: Building a Green Future

Australia is actively pursuing its net-zero goals, with over $2 billion invested in green energy projects. The country is making notable strides in its renewable energy infrastructure, particularly in solar and wind power, and has committed to reducing emissions while enhancing its green energy capabilities. However, the global political landscape remains unpredictable, creating uncertainty in how quickly global initiatives will align.

South America: Diverging Views

In South America, countries like Brazil present a more complicated picture. While Brazil has expressed concerns over certain international climate measures—such as a proposed global shipping levy—its government is also making efforts to address deforestation and encourage cleaner energy solutions. The future of climate policy in South America is highly dependent on domestic political climates and international collaboration.

Global Energy Supply and Renewables

Despite variations in national policies, one overarching trend is clear: the global energy supply is rapidly shifting toward renewables. By 2025, up to 90% of new global energy capacity is expected to come from renewable sources, with projected investments of up to $728 billion. This expansion is fuelled by growing recognition of the importance of sustainable energy as well as the increasing affordability of renewable technologies.

Renewable Energy Capacities Around the World

European Union

As of 2023, the EU derived about 24.5% of its total energy consumption from renewables. By 2030, the EU aims to increase this share to 42.5% through policies such as the Renewable Energy Directive.

United Kingdom

In 2024, the UK achieved a historic 58% of electricity generation from low-carbon sources, with wind, solar, and biomass contributing 45%. The UK is on track to meet its goal of 95% low-carbon electricity by 2030, with major investments in offshore wind capacity.

United States

Renewable sources accounted for 22.7% of the United States’ electricity generation in 2023, primarily from wind and solar. The US aims to reach 80% renewable electricity by 2030, though shifts in political leadership present uncertainties for the speed of progress.

China

China’s renewable energy accounted for 30.6% of electricity generation in 2023, with significant contributions from wind and solar, alongside its dominant hydroelectric power. Its 2060 carbon neutrality target will likely drive continued growth in clean energy technologies.

Australia

Australia’s renewable energy mix contributed 34% of its electricity in 2023, with plans to expand this to 82% by 2030.

India

India’s renewable energy made up 19.5% of electricity generation in 2023, with a goal of achieving 50% non-fossil fuel consumption by 2030.

Careers in Energy & Renewables: Opportunities Across the Sector

The energy and renewables sector offers an ever-expanding array of career opportunities across both emerging startups and established companies. As nations commit to cleaner energy, there is increasing demand for professionals with expertise in technology, project management, policy, and business leadership.

Innovative companies at the forefront of energy transformation are building new technologies to drive decarbonisation, while established players are ramping up efforts to implement and scale energy transition projects. This creates a wealth of opportunities, particularly for individuals with entrepreneurial spirits and leadership skills.

Career paths in energy transition range from technical roles such as engineering and project management, to leadership positions in business development, strategy, and commercial management. The sector is also seeing a growing need for professionals to lead and implement energy transition initiatives within more mature businesses. With governments and private companies heavily investing in renewables, the potential for leadership roles—especially in commercial strategy—is immense. Entrepreneurs can thrive by developing new solutions to meet the demand for clean energy, while skilled professionals will be in high demand to support the rollout of energy transition projects globally.

Conclusion: The Path Forward

The global energy landscape is undergoing profound transformation, with renewable energy emerging as a cornerstone of our collective future. While the road to mitigating climate change is complex, there is a strong commitment from many of the world’s largest economies to reduce fossil fuel dependence and increase investment in renewable energy solutions. In particular, the European Union, the United Kingdom, China, and Australia are leading the charge.

However, political and economic shifts in countries like the United States and Brazil introduce challenges that could slow progress. Nevertheless, the overarching trend is clear: the future of energy is renewable. With new technologies, increasing investments, and a growing workforce, the transition to a cleaner energy future is not just possible—it is underway.

For professionals eager to contribute to this critical global effort, the renewable energy sector offers diverse and exciting opportunities. Whether through technical, commercial, or leadership roles, the industry presents an unparalleled chance to be part of a movement that will shape the future of our planet.

Strategic Technology Trends for 2025 and Beyond

Technology is reshaping industries, careers, and everyday life at an unprecedented pace. As we navigate 2025, businesses and professionals must stay ahead of emerging trends that will define the future of work, automation, and digital transformation. From AI-powered governance to breakthroughs in neurological enhancement, these advancements present both opportunities and challenges.

This report explores the most impactful technology trends shaping the future and their implications for businesses and professionals.

Agentic AI & AI Governance

AI is shifting from passive assistance to autonomous decision-making, optimizing workflows and enhancing personalization. However, as AI becomes more integrated, governance platforms are critical for ensuring transparency, accountability, and ethical use.

Disinformation Security & Trust in AI

With AI-generated misinformation on the rise, new security tools leveraging AI and blockchain are emerging to combat fake news and deepfakes, restoring trust in information.

Energy-Efficient & Hybrid Computing

AI and computing advancements demand sustainable solutions. Innovations in energy-efficient computing and the integration of classical, quantum, and cloud computing are revolutionizing data processing and AI performance.

Polyfunctional Robotics & Neurological Enhancement

Robots are evolving beyond singular functions, becoming multi-purpose tools across industries. Meanwhile, brain-computer interfaces, neurostimulation, and pharmacological enhancements are pushing the boundaries of human cognitive performance.

The pace of technological change is accelerating – how will your business stay ahead?

Download the full report to explore these trends in depth and prepare for the future.

Leadership Factories: From Invention to Reinvention

The concept of the ‘leadership factory’ has been a cornerstone of corporate development since the 1980s, when McKinsey’s former global managing partner Ron Daniel first coined the term. Yet for today’s businesses, this industrial-age metaphor requires significant reimagining to meet the demands of our rapidly evolving corporate landscape.

The original leadership factory model emphasised:

colleagues investing their time in other colleagues
learning in situ
providing regular feedback
sharing personal and collective insights.

This approach has proved remarkably durable, but a rethink is required to cope with the demands of today’s markets.

Contemporary Leadership Challenges

Recent data reveals a troubling disconnect within organisational hierarchies. Whilst C-suite executives report an increasing sense of purpose, frontline leaders have experienced a stark decline in their sense of purpose. This divergence threatens organisational health and effectiveness at a fundamental level.

The root causes of this disconnect are multifaceted. C-level positions naturally afford broader strategic visibility and decision-making autonomy. In contrast, frontline leaders often find themselves constrained by tactical responsibilities and limited strategic influence.

These challenges are compounded by the need to integrate new technologies like AI, manage increasingly diverse teams, and navigate high turnover rates – all whilst meeting ever-rising performance standards.

The solution – a leadership factory for the new world order

Let’s begin with terminology. A factory turns out a number of identical things – the more identical things it turns out, the more successful it is. At least, that’s the classic model. But for today’s dynamic and often unpredictable business world, variety, adaptability and versatility rank higher than conventionality in creating leaders – so less a factory and more a workshop, creating unique personalities who blend, in differing capacities, the key leadership qualities required.

This evolution from factory to workshop necessitates a comprehensive approach to leadership development. Modern organisations must treat leadership development as a core capability, proactively addressing the needs of both current and aspiring leaders to enhance their overall resilience against future disruptions.

The McKinsey management team has expanded the original factory model blueprint to include several crucial new elements. First, organisations must clearly define leadership attributes, helping potential leaders understand that leadership isn’t about consensus but alignment, not about popularity but engagement, and requires the ability to make difficult decisions independently while maintaining team cohesion.

Speed and scale are equally critical. High-potential managers should be challenged early with demanding situations, supported by appropriate mentorship and coaching. This approach must be complemented by personalised immersion sessions led by senior executives rather than HR departments or self-guided programmes.

In today’s economic climate, where CEOs identify talent retention and acquisition as a primary concern, businesses must implement targeted strategies to address the leadership paradox. These strategies focus on three key areas:

Creating clarity amidst uncertainty. When economic conditions generate anxiety, crystal-clear strategic priorities become essential for talent retention and sustained engagement. Leaders who understand which capabilities matter most can better align their efforts with organisational objectives.
Shifting from generic to targeted development. While investment in development remains crucial for motivating and retaining leaders, organisations must adopt a more focused approach. This involves assessing leadership capabilities against specific business challenges and implementing personalised development opportunities to address identified gaps.
Cultivating adaptable leadership teams. Today’s CEOs require leadership teams capable of pivoting collectively while maintaining a balanced focus on immediate performance and future potential. This adaptability ensures leaders remain effective during significant changes and can foster resilience throughout their teams.

The Leadership Workshop Model in Practice

The transition from factory to workshop thinking represents a fundamental shift in leadership development. Rather than producing standardised leaders, organisations must create environments where diverse leadership styles can flourish. This approach recognises that effective leadership in modern businesses requires a blend of consistent principles and adaptable practices.

Success in this new model requires organisations to empower leaders to build their own personalised, self-driven learning journeys. This includes providing comprehensive modules covering self-leadership, team leadership, organisational leadership, and the effective use of technology across all these domains. Continuous, candid feedback from peers and team members remains crucial for raising self-awareness and creating development opportunities throughout the organisation.

By using the new refinements to the old leadership factory model, businesses today can equip their leaders to perform better, their teams to recognise individual needs and collective weaknesses and to take action on them, and ultimately build resilience as a standard component of their day to day business activity.

This evolution from leadership factory to leadership workshop represents more than a semantic shift – it embodies a fundamental change in how organisations approach leadership development. In today’s complex business environment, success depends not on mass-producing identical leaders but on nurturing diverse leadership capabilities that can adapt to whatever challenges tomorrow may bring.

Managing Stress During Your Leadership Job Search

The most important rule of stress management is to avoid stressful situations whenever possible. However, when you must face them, preparation is key – understanding what to expect and equipping yourself with the right tools and strategies can make all the difference.

Most of us will face the challenge of searching for a leadership role at some point in our careers — a challenge that few of us are truly prepared for. You live your life as usual, and then suddenly you are faced with the fact that the busy world around you has to stop, and you have to take on another project that leads to your new job. Of course, the circumstances of a job search for a leadership position are always different, but there are many similarities in preparing for the stresses and strains that come with the process, and even how to anticipate or prepare for them.

From our career mentoring programmes for senior executives, I have gathered, without being exhaustive, the most common job search stressors and other confounding factors, and suggested some solutions.

The first moment of redundancy stress

Losing your job, especially unexpectedly, can be an incredibly stressful experience, particularly if you were in a demanding or high-pressure role.

In such cases, it is no longer worth constantly wondering why it happened, how it should have been foreseen or how it could have been done better. If there are simple lessons to be learned, it is worth drawing them and moving on. Take this time to focus on yourself. Prioritize rest, self-care, and physical activity like intense cardio to release built-up stress. Allow yourself to embrace the freedoms you may have neglected before: indulge in personal time, reconnect with hobbies, or simply enjoy life at a slower pace.

Plaid shirts and jeans instead of suits, stubble instead of shaving, family cinema outings instead of late-night meetings, childcare instead of weekly reports—finding this harmony takes time. Spend the first 3–4 weeks recovering and recalibrating. Only after that should you begin actively searching for your next opportunity.

Further escalation of redundancy stress during a job search

Many times we are afraid of things that have affected us negatively or have happened to us (e.g. constant unsuccessful confrontations with an autocratic manager) and we do not want it to happen again. Because of this, we may develop a fear of certain situations. In a job search, this can lead an interviewer to perceive a candidate as withdrawn or insecure.

It is therefore worth processing these memories and talking through them with our close contacts many times. Expressing and reflecting on these experiences is one of the most effective ways to process negative impulses. This step plays an important role in helping us approach an important interview with a harmonious and self-confident mindset.

The pressure of time during a job search

As time passes, the urgency of the job search often increases, especially when the process takes longer than expected.

It is always worth discussing with your consultant what a realistic timeframe for securing a job in your industry looks like, and whether your expectations align with the market.

Several factors can hinder finding the right job quickly:

A misaligned benefits package
A lack of willingness to relocate
Seeking a seniority level that may not be immediately achievable based on past experience

If we keep refining our profile of expectations, it can speed up the process of finding a job.

Managing financial insecurity

The continued depletion of our financial reserves is also a major pressure on the job search. It is therefore worth preparing for this well in advance with reserves. If it is a redundancy where an agreement can be reached with the employer, it is better to ask for a lower amount for six months and a notice period instead of a lump sum. This approach offers multiple advantages:

• Ensures liquidity for a longer period, reducing immediate financial pressure

• Counts toward pension eligibility, extending financial stability

• Maintains health insurance and other entitlements for a longer period

Job search uncertainty: How mentorship can help

The most frequently asked questions are:

What exactly should I do to make sure I find a job?
How do I go about it the right way?
If I am doing something, will it actually lead to success?
How long will it take me to reach my goal?

In such cases, it’s always a good idea to seek a career mentor, as it can speed up the process of finding a new job if you get a good mirror of yourself and can see much sooner what you should be doing and how you should be doing it to make better progress. Horton International Hungary is happy to help you in your executive job search as a mentor. This support service can in some cases be free of charge!

Overcoming fears and self-doubt during a job search

Fears are a human trait that we all live with, and some of these are particularly heightened when we are in a stressful situation for a prolonged period for other reasons. What do we fear most often?

The new situation (What will I do tomorrow when I wake up, what will I do now? I want to go back to work tomorrow, but what?)
Finding my next job and the circumstances surrounding it
Whether that job will be as good/interesting/career-appropriate as the one I had before
From situations that I have to participate in now, but I think I am not experienced in them and I am being judged now e.g. interviews, assessment centres, tests.
From whether I’m really good if I’m dismissed and I’m not the one that’s been chosen the last many times.
Whether what I am aiming for now is at all realistic in terms of job (level), responsibility, challenge, and salary requirements – and if I have to give in to this, will my family’s standard of living change in the future?
What will happen in the more distant future if I fail to do this in the short term, as long as my financial reserves hold out?

A career mentor can also be most helpful in dealing with fears. A career mentor, like a good leader, can, by creating a realistically positive vision of the future, keep the candidate from spending time thinking about these things and performing worse than if they had applied without them. Unfortunately, by our fears we are moving the process we so much expect to see the outcome of, backwards rather than forwards.

The impact of repeated rejection and lack of feedback

Unfortunately, I often meet senior job seekers who have been looking for a job for some time and find themselves lost in the job search maze. This is most often because they have not had a realistic job search target area, method and documents specifically put together for this purpose, and the market also confirms that they are looking for the wrong job, or are misinterpreting or overvaluing themselves.

The consensus view of several candidates is that it is the lack of feedback, on several occasions in succession, and the only negative response is the fact that we were not chosen. These are the most confusing and, in the long run, create a sense of hopelessness because we know nothing about why we were not selected or what we should do to be shortlisted in one of the next competitions. If this is repeated over a long period, it can lead to depressive states, and emotional and activity slumps, which can completely slow down or prevent good performance in the application.

But we have to believe that the fault is not with us, but with the way “non-candidate-centric” tendering systems work, and that has nothing to do with the fact that we are the ones in the situation where this is happening!

In our career mentoring sessions, we have a frank conversation with each candidate. It’s also a great help to them if an application document or interview format is not appropriate so that they at least know what needs to change.

Horton International Confirms European Expansion with New Office in Portugal

The global executive search and talent management leader, Horton International has announced the launch of a new office in Portugal, further strengthening its presence in southern Europe. The new office, located in Lisbon, will be headed up by Afonso Carvalho, who joins as a Managing Partner of Horton International in Portugal.

Carvalho has extensive local expertise, having dedicated a significant portion of his 24-year career in the professional services sector, with much of that time spent in Portugal. With prior C-suite and board-level appointments taking him to Belgium, Holland, and Luxembourg, he has expansive international experience and a keen understanding of the wider executive search landscape at the European level. He commented:

“I am honoured to join Horton International, a firm renowned for its expertise and personalized approach to talent solutions. The market in Portugal presents unique challenges and opportunities, and I am excited to support businesses in attracting, developing, and retaining top leadership talent. Our commitment remains clear: “Tailored Solutions with a Personal Touch”. With Horton International’s global reach and local expertise, we are well-positioned to make a meaningful impact.”

Portugal marks a strategic addition to Horton International’s rapidly growing international presence. With easy access to the rest of Europe, the Iberian nation was named one of the best places to do business by Forbes in 2018 and is an advocate for technology and innovation as a means of driving economic development.

Welcoming Afonso to the Horton International Group, Horton International’s Chairman of the Board, Maneesh Ajmani, said:

“I warmly welcome Afonso as the Managing Partner for Portugal. Under Afonso’s leadership, we are confident that our presence in Portugal will thrive, reinforcing our commitment to serving clients with excellence across global markets.”

Gemma Van Rooyen, Director of Global Programs, shared:

“We are thrilled to welcome Afonso Carvalho to Horton International as we expand our presence into Portugal. Afonso and the team will be invaluable in strengthening our global reach, I am sure that we will do great things together.”

To find out more about Horton International, visit www.hortoninternational.com

About

With a presence in over 35 countries and 45 offices across the Americas, Europe, and the Asia-Pacific region, Horton International has the global resources and local-market expertise to help you attract and retain the most qualified professionals.

The firm provides outstanding consultative advice that helps organisations achieve their strategic staffing objectives. Horton International’s executive search services are exacting, timely, and highly effective, and are specifically designed to help clients achieve their business goals with confidence.

Trends in the Czech Labour Market: Between Layoffs and International Expansion

The Czech labour market continues to face challenges related to low unemployment, which, however, is beginning to slow down – signs of market cooling are becoming evident. While many employers are still struggling to find qualified workers for many positions, according to indicators from the Czech Statistical Office (ČSÚ), industries such as manufacturing, financial services and others, plan to reduce employment in the coming months. Conversely, the retail sector is expected to see an increase in employment.

According to official forecasts, the unemployment rate was projected to reach 3.8% by the end of 2024. However, the reality was slightly worse with the unemployment rate at 4.1% at the end of 2024. This level brings us closer to the state of the labour market in 2017, when it began to show signs of overheating.

Wave of Layoffs: Impacts on key sectors

Despite low unemployment, layoffs affected thousands of people throughout 2024. The most impacted sectors included:

Manufacturing and chemical industries
Automotive industry
IT sector

Expansion of Czech companies abroad: Opportunities and Challenges

While some employers are downsizing, others are seeking opportunities abroad. Czech capital is increasingly penetrating global markets. The expansion seems to be case especially for our traditional industrial sectors. Companies like Česká zbrojovka, CSG, PBS, Linet, Wikov or Draslovka are investing in international sales offices and/or production capacities.

With expected economic developments in the USA and Europe, this trend is likely to continue. While this international expansion offers many positives, it also has implications for the domestic labour market. As Tomáš Kolář, CEO of Linet Group, noted in an interview: “Opening an assembly line in the USA means 30 new jobs there but at the same time 30 fewer jobs in the Czech Republic.”

What Lies Ahead for the Czech Labour Market?

Although the unemployment rate remains low, changes in the labour market are undeniable. Both employers and employees will need to navigate these shifts carefully.