Douglas Jackson Executive Search & Management Recruitment Consultancy

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Douglas Jackson Executive Search & Management Recruitment Consultancy

Executive Search Recruitment Consultants for Chief Customer Officer, Chief Operating Officer and associated Director and subject matter expert appointments.

We help you hire more diverse, impactful leaders, who stay for longer and are more successful Douglas Jackson Executive Search, Recruitment Consultants. We help CEOs, COOs, HR Directors and business leaders of customer and people centric companies improve the success and retention of your new leadership hires. Helping your hire more Diverse, impactful leaders who stay for longer and are more succe

ssful. Leading the way in customer experience, operations and transformation executive search, professional search and recruitment solutions. C-Suite Board Appointments for Chief Customer, Chief Experience and Chief Operating Officer

Diverse leadership, committed to more balanced representation for your long and shortlists across Operations, Customer, CX, Transformation, Insight, Analytics and Resource Planning Directors and 'Head of' level appointments. Leadership and Subject Matter Experts to drive your customer experience, operation, insight, planning AI and transformations forwards

NED - Customer & Digital Advisory

Permanent appointments, Fractional and Interim Consulting

Our proven and detailed Impact 360 recruitment process, saves you time and money, reducing your commercial downtime and realising your goals and exit values. Markets include: Utilities, Financial Services, Banking, Insurance, Travel, Retail, Housing Assoications. BPO, Outsourcing, Professional Services, Software and SAAS.

11/06/2026

Had one of those conversations at an industry event recently that stays with you.

I caught up with someone we supported on a senior transformation hire last year.

As we were talking, she paused and said: “He’s my right arm.”

She wasn’t talking about job title or delivery milestones, but about the role that individual now plays day-to-day.

In periods of change, whether that’s growth, restructuring or transformation at scale, having capable people matters. But what really makes the difference is trust.

People who bring clarity when things feel uncertain.
People who create momentum and bring others with them.
People who make the harder decisions feel that bit clearer.

It’s a reminder that the impact of the right hire goes far beyond the brief.

And why getting it right first time matters so much.

09/06/2026

On the surface, gender diversity in energy looks steady.

Underneath, momentum is slipping.

POWERful Women’s latest State of the Nation report shows progress holding on paper, while real movement stalls.

Stability isn’t the same as progress.

And this won’t fix itself.

https://buff.ly/qZxcxKs

03/06/2026

A common myth in senior hiring is that the strongest leaders are actively applying for roles.

Most aren’t.

They’re focused on leading through complexity, managing change and navigating competing priorities. When they do consider a move, it’s rarely because they saw an advert.

More often, it begins with a trusted conversation and a relationship that was built before a vacancy existed.

It’s a useful reminder for Boards, CEOs and senior hiring leaders: senior hiring doesn’t start with the role. It starts much earlier.

I explore this further in this week’s newsletter, Senior Hiring Starts Before the Vacancy.

https://buff.ly/nbiXbV3

27/05/2026

Something I’ve been thinking about lately.
Many organisations still hire senior leaders based on the challenges they’ve already solved or seen. The logic is understandable. Past experience feels reassuring.

But in regulated, customer-led and transformation-heavy sectors, the reality is that the next set of challenges rarely look like the last.

Leaders today are increasingly expected to:
Make decisions with incomplete information
Operate under constant scrutiny
Adapt strategy without unsettling their people
Maintain momentum through ambiguity
Bring teams with them through continual change

Experience, sector knowledge and technical understanding still matter. Of course they do.

But experience alone doesn’t always prepare someone for an environment that keeps shifting beneath their feet.

What seems to differentiate the strongest long-term appointments is not just whether someone has done this before, but how they think when there isn’t a clear precedent.

How they adapt.
How they judge trade-offs.
How they hold people steady while things change around them.

Leadership impact increasingly comes less from having seen the past, and more from being able to navigate what comes next.

Genuinely curious how others are seeing this evolve within their own organisations and sectors.

13/05/2026

It’s Mental Health Week and I was thinking about the different ways we all manage our own minds, stress and wellbeing.

For me there is, of course, my dogs… who whilst also being a significant source of (significant) frustration at times, probably do me more good than they realise.

Rewind to two weeks ago at a working test. We had worked hard all day through some pretty tricky tests and, looking around the field, I quietly thought to myself…

“I might actually be in with a chance here.”

Then we hit the water test. The final test of the day.

Read on for more including breath of fire and more and, as always I would love to hear your thoughts and comments here on the things that quiet your noise, or privately if you prefer.

https://buff.ly/ErJc5Kh

e: [email protected]

12/05/2026

Many people think they are good in interviews, but how can you be good at something you have only done a few times in your life?

It’s not just about being able to talk confidently! Being good at something requires coaching and practice, so we are running a live online career workshop (webinar) all about advanced interview skills. Presented by The CV & Interview Advisors – career experts with over 20 years of experience and featured in Authority Magazine, BBC, The Telegraph, and The Guardian this exclusive webinar will provide leading edge information on advanced interview techniques.

Join us: Thursday May 21, 2026 at 1:30 PM - 2:20 PM BST where we will also reveal the top 3 mistakes and things you should NEVER do in interviews.

Sign up here: https://buff.ly/aVVz02f

11/05/2026

One line from the World Economic Forum’s Chief People Officers Outlook really stayed with me.

“Last year, we were still trying to understand what AI is. A year later, the conversation has shifted to what it means for our workforce.”

That shift feels very real, and it’s showing up clearly in the data.

The report highlights that skills mismatch, not talent supply, is now the defining workforce challenge. Around 50% of CPOs expect talent availability to improve, yet 53% are already restructuring roles in response to AI.

So the issue isn’t simply finding people. It’s whether the skills we have genuinely match the work organisations are now asking them to do.

For People and Operations leaders, this reframes the agenda. AI deployment may be the priority, but generic training alone isn’t cutting through. Job and organisation design are accelerating because the nature of work itself is changing. And the People function is increasingly co‑designing company direction, not just supporting it.

What I keep coming back to is this: the organisations that navigate this well won’t be the ones that move fastest on technology. They’ll be the ones that invest properly in how work is designed and how people make sense of change.

Feels like this is where the real work sits over the next 12–24 months.

08/05/2026

Transformation sounds exciting… until it hits the operation.

Across insurance, banking and wider FS space, a lot of change right now is driven by pressure as much as aspiration.

Margins are tight.
Costs are under scrutiny.
And inefficiencies that were once tolerated are now impossible to ignore.

Technology gets a lot of attention, but adding new systems to inefficient operations is like fitting a faster engine to a car with square wheels.

Value is created when technology is aligned to strong operational processes, not layered on top of broken ones.

Simpler processes. Less friction. Clearer ownership. Better customer journeys.

Because messy operational processes don’t just drive cost, they create long wait times, poor experience & disengaged teams.

The leaders who get this right treat tech as the enabler, not the solution, and focus relentlessly on outcomes that reduce cost, improve experience and future proof the business for the AI revolution.

Is operational friction quietly eroding value in your organisation today?

07/05/2026

I’m still amazed at how effortless the process felt,

A board level hiring leader said that to me after we closed a new Senior Director role. For senior hires, “smooth” isn’t about speed; it’s about clarity, structure, repeatable process and evidence, so leaders can focus on the decision instead of the admin and background noise. That’s exactly what our Impact 360 approach delivers: we define success up front, run a targeted search, and provide clear, evidence-based decision support with a seasoned, human-centered touch.

If you’re hiring in a high stakes, regulated environment and want a calmer, outcome-driven experience, I’d be glad to show what “smooth” looks like behind the scenes.

05/05/2026

I’ve noticed something when speaking with senior leaders, and it came up again recently in conversation, It made me think...

In the past week I have seen another big brand, credible, award winning, advertising a senior Director level role multiple times...

Then on the other hand, I was speaking with a C-suite leader within a FTSE 100, who said, "There is great talent out there, I have been able to find some really fantastic people".

How is it that one might be struggling, one seems to be flourishing in their searches?

I believe many organisations don’t struggle with finding the right skills, or, experience, the reality is there are lots of talented people out there if you know where to look and how to attract and engage them, these aside, (and those can be tough in themselves).

I think many organisations, they actually struggle with initiative.

Senior leaders are often brought in because they can deliver against a defined agenda. And they do.

But the leaders who create real impact are the ones who spot issues early, build momentum, and act before they’re asked.

In regulated, customer centric, high‑pressure environments, that distinction shows up fast; in pace, outcomes, and board confidence.

It’s also one of the most common reasons senior hires don’t deliver the impact expected.

Initiative changes the trajectory.

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Tuesday	09:00 - 17:30
Wednesday	09:00 - 17:30
Thursday	09:00 - 17:30
Friday	09:00 - 17:00

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0345 6209720

Website

http://www.douglas-jackson.com/

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