#executive-talent

#executive-talent

"For the life of me, I couldn't figure out what they actually did."

I don't feel stressed out that often. It happens to me four or five times a year. When I start to experience the stress, that's a useful signal for me.

Michael Truell, at just 25 years old, has transformed Cursor from a college passion project into a company valued at $60 billion, showcasing remarkable entrepreneurial success.

"When you talk to people about breaking them down, they feel like they're going to get flattened. This negative perception of breaking down siloes can impact the organization's ability to solve the siloes in the first place."

The CIOs I most want to work with are the ones who haven't abandoned either role. They're genuinely curious about how the infrastructure works, not just what it delivers.

Executive team roles come with high expectations-and often minimal onboarding.

For decades, HR professionals were denied their "seat at the table" in company leadership. But during the COVID pandemic, it became abundantly clear that the C-suite could no longer ignore chief people officers, who guided companies through existential business challenges, including lockdowns, remote work, and the Great Resignation. Now, a quieter and more structural shift is underway. The seat remains, but the authority attached to it is moving elsewhere.

When you're working on CEO succession, with the clients we serve, there's less of a debate about whether people are qualified. It's much more about: 'Can they scale; can they adapt; can they evolve?' This reflects the fundamental shift in how organizations evaluate leadership potential in uncertain times.