COO appointments surge 671% since 2006, mostly internal hires

I love this look at the journey to COO - there’s no one standard path, but those industries that force leaders to manage through significant volatility are more likely to develop c-suite operations executives. High risk, high stakes, challenging experiences build the next generation of leaders.

When a long-term client, a GTM-focused business, decided to build out a Technology offering, they knew it wouldn’t be an easy brief. Starting from ground zero, they needed a senior leader who could not only set the strategy but also build the entire department from scratch. Enter Mathew Holden, who took the brief and within 48 hours, had a shortlist of candidates in front of them. Fast forward three processes, they secured their new Senior Tech Director, someone who’s now shaping the future of their tech capability. Both sides couldn’t be happier. Outstanding work from Mat on a tough mandate.

At reesmarxGLOBAL, we’ve spent decades helping companies expand across borders, and if there’s one thing we’ve learned, it’s that global growth isn’t just about hiring fast or opening new markets. It’s about people, culture, and creating impact that lasts. In our new weekly series, Global by Nature, our VP of Global Sales, Matt Mann, shares firsthand insights from over a decade of helping clients build, scale, and thrive globally. This week’s question: 🌎 What does successful global expansion look like?

Last week, our C6 founders took part in a brilliant strategy session led by Paul Wilson, diving deep into the critical make vs. buy decisions that shape early-stage growth. The session helped founders map out their 2-3 year organizational design and explore the nuances of hiring versus outsourcing. It was fantastic to see such engaged discussion, where founders reflected on their value propositions, assessed their core versus non-core technology blocks, and started mapping their hiring and partnership strategies. Paul’s expert guidance brought clarity to complex choices and sparked thoughtful conversations with founders. A special thank you to Nicki Paterson from Solutions Driven for joining us and sharing invaluable hiring insights, and who will pick up the baton to work with the founders on their hiring strategies.

Uncomfortable truth: Fastest way to $250K+ a year in Tech isn't climbing the ladder at one company. It's strategic job changes every 2-3 years. Internal promotions give you 3% raises. External moves give you 30-50% jumps. Loyalty doesn't pay anymore.

This is the point in Q4 where every roadmap conversation becomes very real. Not “what could we build next year?” But “what absolutely has to land before January?” What’s interesting is the divide I’m seeing... Some teams are stalled in decision loops, waiting for budgets or hiring signs to appear. Others are pushing forward and quietly hitting the milestones that matter - the kind that set up a stronger 2026 from day one. The difference isn’t headcount. It’s clarity. A clear outcome. A clear path to progress that’s visible to the business. The companies getting it right aren’t trying to boil the ocean before year-end. They’re picking the initiatives that unlock everything else, and making sure those move. Q4 isn’t about finishing the whole plan. It’s about proving you’re still moving.

𝗪𝗵𝘆 𝗬𝗼𝘂𝗿 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿 𝗖𝗹𝗼𝘀𝗲𝗱 𝟯 𝗔𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻𝘀 𝗪𝗵𝗶𝗹𝗲 𝗬𝗼𝘂'𝗿𝗲 𝗦𝘁𝗶𝗹𝗹 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗻𝗴 𝗢𝗻𝗲 Same industry. Same capital. Completely different acquisition velocity. One company is on their third acquisition in 18 months. You're still trying to integrate systems from a deal you closed a year ago. What's the difference? They built acquisition muscles. You're doing custom integration projects. Here's what I see in companies that acquire quickly and successfully: → Standardized technology frameworks that new systems plug into → Documented integration playbooks (not starting from scratch each time) → Architecture designed for absorption, not just operation → Consistent tech leadership that knows the roadmap Companies struggling with integration are solving the same problems repeatedly. Every acquisition is a new crisis. Every system integration is reinvented. Meanwhile, their competitors have turned acquisition into a repeatable process. Think about it: When McDonald's opens a new location, they don't redesign the kitchen. When Walmart acquires a chain, they have integration down to a science. Your technology architecture should enable the same systematic approach. The goal isn't just to complete acquisitions—it's to build the capacity to do them repeatedly, quickly, and profitably. Speed to value isn't luck. It's architecture. It's strategy. It's leadership. Are you building acquisition muscles or running integration marathons? #MergersAndAcquisitions #TechnologyLeadership #BusinessStrategy #ScaleUp #GrowthStrategy

𝗧𝗵𝗲 𝗖𝗘𝗢'𝘀 𝗚𝘂𝗶𝗱𝗲 𝘁𝗼 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆-𝗟𝗲𝗱 𝗚𝗿𝗼𝘄𝘁𝗵 If your board isn't reviewing your technology roadmap quarterly, you're not ready to scale through acquisition. Technology strategy has moved from the server room to the boardroom—and for good reason. The companies executing aggressive growth-through-acquisition strategies have one thing in common: consistent technology leadership at the executive level, deeply integrated with business strategy. This isn't about hiring a CTO and delegating everything technical. It's about recognizing that technology maturity directly correlates with acquisition velocity. What technology leadership actually means: → Regular board-level reviews of tech roadmap aligned with growth goals → Technology investment decisions tied to acquisition strategy → Metrics that measure "acquisition readiness" alongside operational metrics → Leadership that speaks both technology and business fluently The ROI is measurable: faster due diligence, lower integration costs, reduced deal risk, and the ability to pursue opportunities competitors can't execute. Companies that treat technology as a strategic business function complete acquisitions 3-4x faster than those who treat it as operational support. Your next acquisition will be won or lost based on technology decisions you make today. Is technology strategy a line item in your operational budget, or is it driving your growth agenda? #CEOInsights #TechnologyLeadership #CorporateStrategy #BusinessTransformation

In today’s volatile market, 49% of leaders are prioritizing M&A or strategic partnerships - but confidence in readiness averages just 5.7/10. Dottie Schindlinger breaks down what’s holding deal teams back and how integrated tech, processes and governance can close the gap. 👉 https://bit.ly/4nx7Y1d

Manufacturing businesses are the backbone of the lower middle market but can also be some of the most complex to scale or sell. At Innoventum Capital Strategies, we’ve worked alongside founders and operators to help unlock value, stabilize operations, and prepare for strategic exits. In one recent engagement, our team: ↗️ Refined the strategic vision and strengthened leadership with key hires ↗️ Restored customer confidence, driving 27% year-over-year growth ↗️ Guided the company to its first year of positive EBITDA ↗️ Structured a successful sale Our approach blends operational understanding with transaction experience helping manufacturers tell their story in a language investors understand. If you lead or invest in a manufacturing company and are exploring growth or exit options, we’d be glad to share what we’ve learned. 📩 info@innoventumstrategies.com | https://lnkd.in/gbWxFcpv