Azura

Once viewed as a temporary fix, interim leadership is now becoming an important strategic tool for boards and investors. Our latest Azura insight, "𝘐𝘯𝘵𝘦𝘳𝘪𝘮 𝘌𝘹𝘦𝘤𝘶𝘵𝘪𝘷𝘦𝘴 𝘈𝘳𝘦 𝘰𝘯 𝘵𝘩𝘦 𝘙𝘪𝘴𝘦, 𝘞𝘩𝘺?" explores how these executives are reshaping succession, value creation, and risk management across both listed and private equity backed businesses. Key takeaways: 🔹 Major companies including Diageo, M&S, NatWest and Unilever have turned to interim leaders in critical C-suite roles. 🔹 Increasing turnover in executive appointments encourages boards to target interim leaders as part of their succession planning strategies rather than relying solely on permanent hires. 🔹 Private equity investors are turning to interim CFOs and change leaders to steady performance, accelerate value creation and fine-tune exit readiness. 🔹 More executives are prioritising variety in their careers, resulting in an increasing talent pool of interim leaders, providing opportunities for organisations willing to tap into these networks. Read the full article here, or on our website: https://lnkd.in/eK-mFgkr #Azura #Interim #Succession

For the first time in four years, there are more unemployed people than open vacancies in the Netherlands, according to new CBS data. Yet beneath that headline lies a more complex reality. The number of vacancies remains high, and many organisations are still struggling to find people with the right skills and cultural fit.   What we are seeing is not a collapse in demand but a shift from scarcity to selectivity. Companies are posting fewer roles, becoming more deliberate about the profiles they need, and taking more time to secure the right leadership appointments. At the same time, job mobility is falling, fewer people are changing roles, which means the best talent is less likely to be actively looking.   From our Amsterdam office, we are closely following these trends across the Dutch market. At Altum Consulting & Azura, we are proud of our strong fulfilment rates and our ability to identify and secure leaders who truly fit the organisation’s purpose and growth stage.   I will be in the Netherlands at the end of November to meet clients and leaders navigating these changes. If you would like to discuss how we can support your executive or non-executive hiring needs, please reach out to me, Jen McMurray, George Brown or Lieke Bos.

Altum Group are delighted to be attending Parkinson's UK's annual fundraising dinner this evening and to contribute to their vital work in supporting the 166,000 people affected by Parkinson’s in the UK.   Parkinson’s affects more than just the person suffering from it. It impacts their families, friends, and entire communities. As such, tonight’s dinner is fundraising for the nurses and healthcare specialists who dedicate themselves to caring for those affected by the disease. #Altum #ParkinsonsUK #Fundraising

The more we work across markets, the clearer it becomes that board effectiveness looks very different depending on where you sit. As I head to the US next week, we are speaking with European-headquartered companies preparing for or considering a US listing. Beyond the regulatory process, what often stands out is the difference in expectations from investors, boards, and leadership teams. US boards tend to be smaller, more operationally involved, and quicker to act. European boards are typically broader and more governance-oriented, with a stronger emphasis on collective oversight. As more European businesses look to access US capital markets, bridging those differences becomes a critical part of leadership and board readiness. At Azura, we are supporting boards and leadership teams navigating this journey, helping them adapt to the pace, scrutiny, and expectations of US investors. Keen to exchange views while in the US on how leadership and board expectations are evolving across markets.

The CEO as Chief Communicator   Of all the skills a CEO needs today, communication may be the one that matters most. It has always been central to leadership, but in today’s environment it has become one of the defining responsibilities of the role.   In my experience, effective communication comes down to balance. People look to leaders for clarity and reassurance, but they also value honesty. It is better to say that you are still working something through than to stay silent or overstate certainty. Transparency builds trust, and trust sustains confidence.   Speed matters too. In a digital era where news and opinions move instantly, silence can be misinterpreted. The best leaders respond quickly but thoughtfully, grounding their communication in clarity, empathy, and consistency. Clarity helps people understand why decisions are made, empathy ensures they feel heard, and consistency keeps words and actions aligned.   In recent years, we have seen how the nature of communication itself has changed. Public discourse, particularly in politics, has become dominated by sound bites and simplifications, where accuracy sometimes gives way to impact. That same pressure is creeping into corporate leadership, especially as more CEOs engage directly with social media audiences.   But leadership communication cannot afford to follow that path. Trust is easily lost and hard won. Facts, honesty, and measured tone still matter because in the long run, the leaders who are trusted by their employees, investors, and communities will be the ones who endure.   From what we see at Azura, the most effective communicators share a few traits: - Provide clarity and context, linking decisions to purpose and values. - Be transparent yet steady, open without creating uncertainty. - Act quickly but thoughtfully, guided by principles rather than reaction. - Stay visible and consistent, reinforcing a clear message through change. - Listen as well as lead, turning communication into dialogue. - Stay above the noise, especially in a polarised world, focusing on unity and purpose.   At Azura, we work closely with boards and CEOs navigating these challenges. The strongest leaders use their voice to bring clarity amid uncertainty, to explain rather than defend, and to turn complexity into understanding.   Communication has always been part of leadership, but today, it is what defines credibility and trust.

US CEOs earn 2.5x more than UK CEOs; roughly $16M vs $6.5M on average. But the pay gap tells only part of the story. Our latest report reveals the cultural and governance forces that really drive these differences. https://lnkd.in/emJfwu_R #Azura #CEO #Remuneration #UK #US

Leadership Across the Atlantic: Divergence or Opportunity? In the US, bold incentives and market-driven pace are seen as essential. In the UK, the emphasis is increasingly on governance, balance, and stewardship. At Azura, we see these differences play out every day in our work with boards and executive teams around the world. Neither model is perfect, but together, they may point to the blueprint for the next generation of leadership. That is why our US expansion is a major focus. I am spending a significant part of my time in New York, alongside my colleague Sian Penwarden, as we build Azura’s presence across both sides of the Atlantic. I look forward to being back in New York next week to continue these conversations. We explored some of these dynamics in more detail in a recent article here: https://lnkd.in/emJfwu_R

CEO pay is one of the most hotly debated topics in corporate governance, and the gap between the UK and US is only getting starker.   Our latest Azura insight, “𝐃𝐢𝐯𝐞𝐫𝐠𝐢𝐧𝐠 𝐂𝐄𝐎 𝐏𝐚𝐲: 𝐀𝐫𝐞 𝐔𝐊 𝐚𝐧𝐝 𝐔𝐒 𝐌𝐨𝐝𝐞𝐥𝐬 𝐒𝐭𝐢𝐥𝐥 𝐅𝐢𝐭 𝐟𝐨𝐫 𝐏𝐮𝐫𝐩𝐨𝐬𝐞?" explores why UK CEOs earn a fraction of their US peers, and how culture, governance, and private equity are reshaping the debate.   Key takeaways: 🔹  US CEOs earn 2.5x more than UK counterparts, driven by equity-heavy pay structures. 🔹  UK boards face stricter governance, proxy adviser influence, and reputational risk, creating more restraint. 🔹  Despite global talent markets, cross-border CEO mobility remains rare. 🔹  ESG metrics are increasingly embedded in pay, but their effectiveness is under scrutiny.   The question remains: can UK models evolve to stay competitive without eroding stakeholder trust?   Read the full article here 👇 or on our website:  https://lnkd.in/emJfwu_R #Azura #CEO #Remuneration #UK #US

When crisis hits, boards don't have the luxury of time. With most top CEOs and CFOs tied into 6-12 month notice periods in the UK, interims are the immediate answer. These are proven leaders who land, assess, and act without delay. When managing crises, speed is of utmost importance. That's why interim executive experience is invaluable - not just in PE and VC environments where pace is relentless, but also in listed and privately owned businesses facing sudden shocks. Appointing an interim means bringing in someone who has been there before, often several times, across different sectors, ownership structures and challenges. They deliver clarity and calm leadership in the face of the storm. Recently, I was asked to place an Interim CFO into a large PE-backed retail business in serious difficulty: revenues deteriorating, losses mounting, and both customer and investor confidence low. The brief was clear: stabilise quickly whilst preparing the business for the future. Our Interim CFO stepped in and: 1) Delivered a cost transformation to right-size the business 2) Refocused investment towards sales and commercial teams 3) Strengthened business partnering across functions 4) Improved productivity and profitability This resulted in a business that moved from survival mode back into profit, showing early signs of revenue growth and a platform for sustainable performance. For the PE backers, it meant confidence to reset and reinvest. If you're considering where and when interim executives can deliver the most impact, I'd be glad to share further insights. You can reach me directly at james.harold@azurasearch.com #interimexecutive #crisismanagement