This individual would provide management expertise, strategic input that was missing and bring a long track record of being a successful fund raiser. The head of Human Resources was a good client of ours at her previous firm, a large multi-strategy hedge fund, where we had been a long-term partner completing over 20 assignments in the last 7 years. She knew of our ability to complete challenging searches and had no hesitation contacting us for such an assignment. Through our in-depth market knowledge and historical track record, we already knew the market for senior real estate private equity fund raisers in Europe is both limited and many are quite entrenched in their current organisation. So we were aware from the outset that our client would need to think more broadly in terms of the background of where to source the candidate. Through the interview process, it was an education to the client that there would be no guarantee they would get a plug and play option to hire and through our market knowledge and credibility, we gave them comfort that hiring a very talented fund raiser, who may have less real estate fund raising experience, would still be a positive outcome. 

Given our approach has always been to know the best talent in every sector, it meant we knew who we would approach in such a situation. Our ability to think slightly out of the box and know who to approach, when you cannot source from the obvious talent pool, helped us quickly introduce other very credible options. Maintaining a relationship with the best candidates in the market, means these candidates trust us when we approach them about various roles. They know we are serious and credible and introduce to them some of the very best opportunities in the market. We successfully hired them a very seasoned fund raiser, who would never have been on their radar as a potential candidate, given he had previously been the EMEA CEO of a large US asset manager. Their experience provided the strategic direction they were looking for as well as management expertise. Most importantly, they had always been in sales and had a long track record as a successful fund raiser.

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The benefit of this was that origination of deals and servicing of assets and clients’ assets were done locally with those ‘on the ground’ who have strong reputations and considerable experience of their own regions. The challenge has been trying to bring the entities together in terms of best practices, processes etc. and making the most of the whole group in terms of cross selling, sharing of ideas and referral of business. 

The new CEO decided a new group Head of Investment Management/CIO would help in this regard. With a significant track record and network (historic and current) across UK and European Real Estate, Armstrong has deep and long-term relationships with the appropriate leaders in Investment Management and so were immediately able to identify suitable talent, discuss the opportunity with them and compile a strong shortlist for the client to meet and, ultimately, select from. It was the speed of the process, the manner in which we approached the market and the depth of our industry knowledge and relationships that stood us apart from our competitors. 

The reputation of the client being a slightly disparate group of separate operations across Europe was something that needed to be confronted with talent in the market. Armstrong spent time with the various stakeholders (group and entity level) to understand the reality and the opportunities so both could be communicated clearly and accurately to the market. 

We were also up front and honest about the reputation of the business in the market – almost providing a reality check which was difficult for the client to hear but important that it was communicated. Considering the market conditions at the time and lack of investment activity in European Real Estate, it was important to ensure it was the highest calibre of talent that were considered as many individuals were looking for the right role in the next cycle.

There was a significant ‘pay gap’ in what the client was budgeting and what the market rate was for top CIO talent in Europe. Armstrong were upfront about this from the outset, and insisted that evidence would be provided to back the compensation we suggested to attract the appropriate talent.

The depth of relationship Armstrong has with the talent in the market meant these business leaders took time to listen, and trusted what they heard, around the opportunities. Armstrong’s Real Estate specialist consultants are taken by their word, giving clients access to talent that would otherwise be difficult to infiltrate. 

Knowing the talent in the market as well as the Real Estate Team do, means the ‘best in class’ are already identified and in conversation with the firm, shortcutting the sifting process. It also means Armstrong’s knowledge about real time compensation and availability is unsurpassed.

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In its dedication to sustainability, the company has initiated a groundbreaking startup. This independent, not-for-profit venture aims to revolutionize supply chain transparency. The initiative was designed to tackle critical sustainability challenges, such as lack of standardization, transparency, and trust in sustainability metrics. By utilizing a blockchain-based platform, the startup aims to provide consistent, standardized, and accurate sustainability metrics. Ensuring full traceability and integration of sustainability verifiers across the ecosystem. 

This initiative is expected to benefit a wide range of stakeholders within the sustainability landscape. The company required a London-based CEO/GM for the startup, capable of navigating the unique challenges of leading a startup originating from a corporate environment, with a blend of technical and commercial expertise. 

The candidate needed to excel at selling to large enterprises while also possessing a deep understanding of the complex technical aspects of the product. This individual would be the first direct employee of the startup, responsible for establishing and scaling operations from the ground up.
A targeted search was initiated, focusing on identifying candidates with a strong track record in both commercial strategy and technical fluency. The search leveraged networks within the tech and sustainability sectors, combining detailed industry insights with comprehensive candidate evaluations to identify the best fit. 

The approach integrated industry knowledge, detailed candidate assessments, and a thorough understanding of the startup’s strategic goals. Similar roles within direct and indirect competitors were explored to understand the landscape and identify professionals who had excelled in comparable challenges. Industry insiders

were approached for referrals to uncover passive candidates who were not actively on the market but matched the unique criteria for the role. Alongside
targeted headhunting, open search tactics were employed to cast a wide net across the industry, ensuring no potential candidate was overlooked.

Specific Focus Areas: 

• 1. Sustainability-Focused Tech Startups
• 2. Large Corporations with Environmental & Sustainability Divisions
• 3. Corporate Venturing and Investment Funds
• 4. Direct and Indirect Competitors: Companies within the soda ash industry and those implementing advanced supply chain transformation technologies, such as SAP, IBM, and Google Cloud.

A critical part of the search strategy was to identify candidates with the required professional background, as well as a proven track record and genuine passion for ESG and sustainability.

Understanding the importance of seamless integration within the company’s culture, candidates who demonstrated values and work styles aligned with the existing team dynamics were prioritized.

The search concluded with the successful placement of a candidate with over 20 years of experience, in driving strategic growth and revenue across various industries.

The chosen candidate possessed a strong blend of commercial and technical expertise, with a background in leading sales for SaaS and sustainable technology startups. Their hands-on approach to business development and deep understanding of complex technical products made them the ideal leader to spearhead the startup’s mission and revolutionize sustainability in supply chains.

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We delved deep into candidates’ motivations, ensuring they aligned with the bank’s values and vision. This involved a series of in-depth interviews and assessments to gauge their compatibility with the bank’s culture. After a rigorous selection process, we found the perfect candidate. The management team conducted a successful round of interviews, followed by a case study. 

The candidate’s alignment with the bank’s culture and strategic goals was evident, and they received an offer to join the team. Since the new Head of Private Capital Markets joined, the team has grown, adding mid and junior-level members. This new team has been instrumental in driving the bank’s growth, aligning with their expansion goals, and reinforcing their market position. And so, the boutique investment bank continued to thrive, thanks to a partnership built on trust, understanding, and a shared vision for the future. Together, we turned a challenge into an opportunity, paving the way for continued success in the world of private placements.

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They knew we had an in depth, technical understanding of the applicable markets, coupled with the breadth of coverage to ensure a process that was executed efficiently, discretely and professionally – based off impeccable research and an unrivalled network. Delivery of this mandate presented a number of nuanced and specific challenges. 

Clearly the significant investment being made into the business needed to be made apparent to the targeted individuals, though discretion and sensitivity were of paramount importance. ‘Noise’ in any market invariably leads to mixed and conflicting reports amongst its participants, often eliminating potential hires that otherwise could have been made if they’d received a coherent pitch. Armstrong’s task in this instance was to ensure that the absolute best-in-class of each of the applicable markets was made available to our client, without the candidate pool having been negatively influenced by any inefficiencies or misplaced targeting during our process. 

Consideration also needed to be given to our client’s incumbent staff and Armstrong International assisted in ensuring that the specific hires being made were appropriately positioned within the organisation. Based off our market intelligence, our client was able to identify avenues via which incumbent mandates could be amended or developed (where necessary/desired) so that sufficient space existed for all employees post the full execution of the project. A number of considerations relating to the mandate were assessed and defined prior to its externalisation into the market. Targets were pre-identified using our unmatched network of connections/referees in the broader financial services ecosystem, and a clear, coherent and appropriate pitch was agreed upon to ensure that the opportunities were delivered professionally and received favourably. 

Resources were pre-allocated to reflect the scale of each applicable market, and assessments were performed ahead of time to ensure that our process would be fully inclusive of all backgrounds. Contingency plans were put in place for all eventualities, meaning that plan Bs, Cs, Ds etc. could be seamlessly implemented when required. 

We knew who we were going to approach, when we were going to approach them, and how the approaches would be made to the minutest detail, with enough ‘redundancy’ in our predefined strategy that nothing was left to chance. This diligent and thorough preparatory work is what enabled Armstrong International to optimally deliver the mandate to the market and, as a result, ultimately achieve the best possible outcome for our client.

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The firm specialises in PPP greenfield development, across infrastructure asset classes, with a core focus on social infrastructure & civil projects, with interest to expand into renewables and energy transition sectors. Their philosophy is to adopt a holistic approach to delivering projects that embraces finance, design and construction, commercial development, asset management and operations.

Due to current market conditions, the time was right for the firm to expand into Europe. The market had been consolidated with limited competitors, and there are areas of under investment, which means there is pressure on governments to meet infrastructure investment demands. The client therefore needed to make their first senior-level hire to establish and help lead the expansion of the European strategy. This challenge for this search was three-fold. 

First, the client needed to source candidates with the right technical skillset & expertise for PPP style project finance transactions, who specialised in greenfield development, and had experience in managing projects from construction through to operation. 

Secondly, the client has a great global brand name but is less well-known in Europe, so would be competing against more established businesses for talent in a highly competitive market. Our client therefore needed a strong value proposition & story to attract top-tier candidates. 

Finally, whilst having the right skillset was of course important, candidates having the right cultural fit was key. Supporting the growth of a business from the ground up is not for everyone. Candidates needed to be ambitious, taking ownership and initiative, and demonstrating a desire to get ‘stuck in’. They would therefore be a self-starter, demonstrating entrepreneurial characteristics and working well in lean team environments.

The platforms’ CEO had heard of Armstrong through industry peers who praised the firms’ holistic approach to talent acquisition, value creation, and diversity. Focused on people as the driving force behind strategy and growth, we’ve forged lasting relationships, adding significant value to clients in revenue, profitability, and long term success.

What differentiated Armstrong for this mandate was our specialisation as talent purveyors. This unique approach sets us apart from traditional consultants. We only partner with a select handful of clients, working with them on a repeated basis, focusing on highly strategic initiatives to provide a comprehensive suite of services. 

Our approach leads to intimate career management relationships with the most outstanding talent in each market. This in turn give us an understanding of what goes on ‘behind the scenes’ in the various energy transition equity investment teams. We can see the bigger picture across the sector, giving us an advantage when persuading candidates to take a new opportunity seriously. This gives our clients unprecedented access to the top in class talent. To solve our client’s talent problem, we developed a tailored three-step talent strategy to meet the clients’ needs: 

In-Depth Client Understanding: We began by immersing ourselves in the clients’ strategic goals, company culture, and specific role requirements. Through meetings with key stakeholders, we developed a comprehensive understanding of the firm’s needs and what type of profile would best fit this role. 

Through this process, we were able to advise our client on the challenges we would come up against in the market, and how to make this role attractive to potential candidates. 

Targeted Market Mapping and Talent Sourcing: Using Armstrong’s extensive network and industry connections, we mapped out the talent landscape to identify potential candidates with the necessary technical expertise. We were then able to conduct reference calls (keeping the client’s name anonymous to minimise market rumours) to understand whether the candidates had the right cultural alignment. 

Proactive Candidate Engagement and Branding: To attract top talent, we crafted our clients’ story & value proposition in way to get candidates excited, emphasising their mission-driven approach and unique market position. 

Most candidates are happy in their current role and are not actively looking to move. We pride ourselves in having longstanding relationships with people who trust us. This gives us an edge as they are more willing to listen to opportunities, even if they aren’t actively looking to move.

Armstrong International’s strategic execution was crucial to successfully filling the role within a 3 month period. Our approach went beyond just finding candidates with the right technical expertise; it also focused heavily on identifying individuals who would thrive in the clients’ entrepreneurial and collaborative work environment.

Emphasis on Cultural Fit: The clients’ small, dynamic team required candidates who could work independently yet collaborate effectively. We prioritized individuals who had a track record of success in smaller firms and/or demonstrated entrepreneurial mindsets. 

This approach ensured that new hires would be comfortable taking initiative, making decisions in a fast-paced environment, and contributing to the firm’s strategic direction.

Rigorous Screening Process: Candidates were subjected to a multi-step screening process that included behavioural interviews and scenario-based assessments designed to gauge not only technical acumen but also cultural compatibility.

Collaboration with Leadership: Throughout the recruitment process, we maintained open communication with our clients’ leadership team, providing regular updates and incorporating their feedback into our candidate evaluations.

Personalized Onboarding and Engagement: Once candidates were selected, we assisted with offer negotiations and onboarding, emphasizing the clients’ core values and long-term vision. 

This personalised approach helped secure commitments from high-calibre professionals who might have otherwise been drawn to better-known firms. Armstrong’s tailored and hands-on talent approach ensured that the successful candidate was the right fit for this role. 

Since joining, this person has successfully originated our clients’ first ever European transaction, adding significant value to our client in revenue, profitability, and long-term success. Our partnership with the clients’ leadership team has laid the groundwork for ongoing collaboration as they continue to expand in Europe.

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Our client is a $1.5 trillion US Private Equity and Private Credit fund. They already had an established $10bn US Direct Lending business and were looking to hire a Head of Private Debt to launch the European strategy. 

Our relationship with the Global Head of Private Equity & Private Debt was initiated during our numerous trips to NYC. Before the pandemic, they were discussing plans for the European build out which focused on a core direct lending strategy of privately originated loans to sponsor-backed middle market companies. 

We built a strong rapport with the Global Head of Private Equity & Private Credit who trusted our judgement and agreed to meeting a couple of senior investment professionals who we knew from our network. 

At this point during the pandemic, the only option was to meet virtually so we introduced 3 high profile candidates in the market whom we already had a prior relationship with. This was integral for our client to gain an insight into the European market and how their competitors were already operating. Our client was impressed with the breadth and quality of the talent pool as well as our speed of delivery in connecting them with best-in-class talent. 

Although they were unable to ‘pull the trigger’ on the Head of European Private Debt hire straight away, due to the uncertainty of the pandemic, they approached us again in 2021 we kicked off the search in the summer.

We initially presented a full market map of the most relevant European direct lending business leaders who we already knew through our network plus those who had been strongly recommended to us. Our established senior relationships within the space meant we were able to deliver on this within 2 weeks. 

We narrowed it down to a shortlist of 10 candidates to meet our client. In this search, most people were happy and embedded within the team so we spent time considering how to present this search in a way which resonated with potential candidates. 

As it was a senior search, most people were tied in with complex carry structures and had long non-competes so from the outset we were upfront about this with our client alongside an assessment of realistically how ‘moveable’ this person was. 

It was important that both the client and candidate were on the same page around compensation, especially given it was a new business so required some creativity about long-term incentives. Given our extensive track record of senior hires, we were able to advise both sides on compensation which was integral during the offer negotiations. 

Our client was extremely impressed with how we managed this search and on the back of this, we were also mandated to find a COO for the direct lending business who would help build the structure of the fund.

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