The challenge.

A leading service provider in the Energy Transition industry was seeking a Head of Business Development for the Asia Pacific (APAC) region. This role was responsible for expanding the company’s services into a new geographical territory and identifying new commercial business opportunities to grow the client’s market share within this region. The position was highly autonomous, reporting to the Chief Commercial Officer, and required the selected candidate to recognise, analyse, and commercialise new opportunities to sell complex services within Asia. Proven leadership, stakeholder management, and strategic decision-making were also prerequisites for a successful hire. The biggest challenge – the target hire would also need to bring product/services knowledge spanning CCUS, Hydrogen, and SAF.

The solution.

Chad Harrison International (CHI) conducted a retained search for a first-rate business developer with high visibility in the market, as well as broad customer knowledge and connections. The successful candidate also needed to be an exceptional business builder, with evidence of leading the rapid growth of an Energy services provider to significant scale and establishing a high-performance sales team.

The search involved market mapping to target companies across multiple countries within the region and creating a diverse pool of highly credible prospective candidates. Working in collaboration with the client’s Chief Operating Officer (COO), CHI identified a long list of suitable candidates. We then commenced a targeted headhunt of all preferred candidates based on credentials, salary requirements, and motivations. This process resulted in a shortlist of qualified and interested candidates.

CHI coordinated virtual interviews for the initial stage of a multi-stage hiring process. These were conducted via Microsoft Teams by the COO. The second stage was conducted by two peers within the business from other geographical territories. For the final interview, the client’s COO flew to Asia to meet the final two candidates face-to-face. During this stage, candidates were required to present on their market and customer knowledge, as well as their ability to build an international commercial function within the region.

The result.

Within four weeks of commencing the assignment, CHI submitted a diverse shortlist of six candidates. Following interviews, an offer was made to the first-choice candidate, who accepted after a total of eight weeks, with a start date agreed three months later (in line with the individual’s notice period). CHI handled the offer presentation and negotiation stage, ensuring the smooth onboarding of the desired candidate. Their experience matched all the relevant skill sets required by the client, while also being an excellent cultural fit for the business.

This placement, among others, has led to a close working relationship between CHI and the client. As a result, we have since hired individuals reporting into the position detailed above and carried out extensive search assignments for the client across other regions, notably Europe and North America.

The challenge.

One of the largest emitters of CO₂ globally needed to assemble a project management team at their manufacturing facility in North America, following a multimillion-pound award to tackle their 2035 carbon commitments. The initial requirement was to hire a Business Unit Director (BUD) and three Project Managers (PMs), with a further three PMs to be recruited over the following 12 months. Suitable candidates needed to possess exceptional organisational skills, the ability to prioritise, influence, and delegate effectively, all while meeting performance, cost, and timescale targets. The BUD would also be tasked with mentoring the lead PM to step into the BUD role within two years or less, enabling the Director to move on to delivering a cluster of similar projects elsewhere in the region.

The solution.

Chad Harrison International (CHI) proposed a retained search approach, incorporating talent mapping for planned future hires. Our sector specialists compiled a diverse long list of candidates, all of whom possessed the required skill set, as well as excellent industry and technical knowledge. This list was provisionally presented to the client to ensure there were no candidates or companies they preferred us not to approach. We then commenced a targeted headhunt of all preferred candidates, considering their credentials, salary requirements, and motivations.

The result.

A diverse shortlist of 11 BUD candidates and 36 PM candidates was sourced, and all vacancies were filled within four weeks. The hiring process comprised three stages: a telephone interview, a General Manager (GM) interview, and a panel interview. Furthermore, we sourced and placed three additional PMs 18 months later to work closely with the BUD as their role progressed into the group-wide delivery of the 2025 plan.