Finding the Perfect Fit: The Challenges of Headhunting a CEO for a Family-Owned Manufacturing Business

As a headhunter specialising in the manufacturing sector, I recently undertook the challenging task of finding a new CEO for a large family-owned British manufacturing engineering business. This journey was filled with unique obstacles and valuable lessons, which I believe can offer insights into the complexities of executive recruitment in such niche environments.

The Initial Brief

The business in question is a family-owned engineering group that manufactures capital equipment for a global customer base. Based in Yorkshire, the organisation is highly successful, with a turnover of around £100 million and a reputation as a world leader in niche printing equipment.

The chairman approached us because we had previously worked with them successfully. They had appointed the most recent CEO themselves, marking the first time they had gone outside the family for this role. The CEO had done an excellent job but decided to retire, necessitating the search for a successor.

Understanding the Cultural Fit

One of the most significant challenges in this search was understanding and finding the right cultural fit.

The business, being family-owned, had a culture that felt like a family. People had worked together for many years, knowing each other very well. To fit into this leadership team, the new CEO needed to have the right personality, values, and traits, in addition to the necessary manufacturing sector profile.

We had to ensure that the candidates we presented had a blend of experience from both large and SME-sized organisations, whose communications skills and leadership style would resonate with the specific values, traditions, and style  of the business. The ideal candidate needed to be exceptional in relationship-building, as well as authentic, hands-on, and someone who could be an inspiration to their team, whilst respecting the successful ‘DNA’ of the organisation that had made it so successful.

The Search Process

Our search was extensive.

We conducted a nationwide search and even looked internationally, considering candidates from North America and Europe. The geographical challenge was significant, as the business’s remote location meant that half of our possible geographical territory was the North Sea!

We presented our first shortlist, which received positive feedback, but none of the candidates had the right cultural personality fit.

We went back to the marketplace and delivered a second shortlist, which again came close, but didn’t offer the perfect fit. It became evident that there was no flexibility in the key areas we were looking at, so we had to stick to our guns and unturn every stone to find the ideal fit.

The Final Candidate

Our persistence paid off.

We came back with a third shortlist, and this time, we had someone who ticked all the boxes. I was so confident about this candidate that I had a direct conversation with the chairman and the current CEO, saying, “we think this is the right person for you.”

The candidate went through a long process of meeting various stakeholders and ultimately, were offered the role.

The transition was smooth, with the new CEO shadowing the current incumbent for about six months. They worked together in the same office, getting to know each other and the organisation well. This handover process was crucial for the new CEO to understand the business and its customers.

Lessons Learned

This experience reinforced several key lessons about headhunting for family-owned businesses:

1. Cultural Fit is Crucial: Understanding the unique culture of a family-owned business is essential. The right candidate must align with the company’s values and work style.
2. Persistence Pays Off: The search process can be long and challenging, but persistence is key. It’s important to explore all avenues and remain committed to finding the perfect fit.
3. Comprehensive Onboarding: A thorough handover process helps ensure a smooth transition and allows the new CEO to integrate seamlessly into the business.

For further information on the work we do in the Manufacturing & Engineering Sector please contact Johnathan Burke.