You’ve spent years building expertise. You’ve delivered results. You’ve led teams through challenges. Yet here you are, contemplating your next move—whether by choice or circumstance—and something feels different this time.
If you’re a director preparing for a C-suite role, a senior manager seeking next-level positioning, or an executive considering a career pivot, you’re navigating a landscape that rewards strategic thinking more than ever before. The question isn’t just whether you can make the move—it’s whether you’re positioning yourself to make it successfully.
Over the past year, I’ve had countless conversations with high-performers who felt stuck, undervalued, or simply invisible in their organizations. The common thread? They weren’t looking for more money. They were looking for more meaning, growth, and genuine connection to their work and colleagues.
Why This Career Stage Is Different
At mid-senior and executive levels, hiring isn’t transactional—it’s relational. Companies aren’t just evaluating your skills; they’re assessing cultural fit, leadership philosophy, and whether you can navigate complexity. One director I worked with recently described it perfectly: “Earlier in my career, I was hired for what I could do. Now I’m being hired for who I am.”
This shift demands a different approach. Your resume alone won’t open doors. Your network, your reputation, and your ability to articulate a compelling vision for your next role become the differentiators.
Consider the executive search process in FMCG and retail—industries where competition is fierce and networks are tight. Approximately 70% of senior roles are filled through referrals and direct outreach, not public postings. The visible job market represents only a fraction of actual opportunities. If you’re solely relying on applications, you’re competing for 30% of available positions while missing the majority.
The Hidden Challenges of Senior-Level Transitions
Several patterns emerge when executives stall in their search or transition poorly into new roles:
1. Unclear Personal Brand
Many executives can list their achievements but struggle to articulate what makes them uniquely valuable. “I’m a results-driven leader” doesn’t differentiate you—everyone says that. Your brand should answer: What specific value do you bring? Who benefits most from that value? What are you known for in your professional circles?
A commercial director with 15 years in FMCG recently told me, “I know I’m good at what I do, but I couldn’t explain why someone should choose me over another strong candidate.” We spent time identifying her unique approach—combining data-driven category management with team development. That clarity changed how she showed up in interviews and networking conversations.
2. Misalignment on Company Culture
Cultural fit isn’t a luxury at senior levels—it determines whether you thrive or merely survive. A retail executive accepted an impressive title and compensation package, only to realize six months in that the company’s command-and-control structure conflicted fundamentally with their collaborative leadership style. The exit was inevitable.
Too many candidates spend interviews selling themselves without assessing whether the environment will bring out their best work. Understanding your non-negotiables—values, work style, growth opportunities, autonomy expectations—isn’t just helpful; it’s essential.
3. Insufficient Strategic Networking
Networking at this level isn’t about collecting contacts—it’s about cultivating relationships before you need them. The executives who consistently advance their careers show up regularly in professional spaces, contribute meaningfully, and support others. They’re building relationships, not conducting transactions.
At a recent roundtable discussion, a marketing director casually mentioned exploring retail opportunities. A brand manager in attendance knew about an unadvertised opening at their former company. Two weeks later, an interview was scheduled. This is the power of authentic connection in professional gatherings.
4. Outdated Search Strategies
The job search mechanics have evolved significantly. Applicant Tracking Systems (ATS) filter 75% of applications before human eyes see them. LinkedIn algorithms determine whose profiles appear in recruiter searches. Virtual interviews require different presence skills than in-person meetings.
Executives who thrive in this environment understand both the art and science of modern search: optimizing for algorithms while maintaining authentic human connection, preparing for virtual interactions with the same rigor as in-person meetings, and timing applications strategically rather than sporadically.
Building Your Strategic Framework
Successful transitions don’t happen by accident. They result from intentional preparation across several dimensions:
- Clarify Your Value Proposition
Start by identifying what you’re genuinely known for—not what you wish you were known for. Ask trusted colleagues: What comes to mind when you think about my leadership? What do I bring that others don’t? Where have you seen me have the most impact?
Then craft a narrative that connects your past achievements to future potential. Your story shouldn’t be a chronological resume recitation—it should illustrate consistent themes in how you create value. A strong narrative might sound like: “Throughout my career, I’ve specialized in transforming underperforming teams into high-performers by combining operational excellence with people development. At Company A, I reduced turnover by 40% while improving productivity. At Company B, I built the framework that became our leadership development standard.”
- Optimize Your Professional Presence
Your LinkedIn profile, resume, and elevator pitch need to work cohesively. They should reinforce the same value proposition while adapting to different contexts.
LinkedIn isn’t just a digital resume—it’s your professional storefront. The headline should communicate immediate value, not just titles. “Director of Operations” tells recruiters nothing; “Operations Leader Driving 30% Cost Reductions Through Process Innovation in FMCG” tells them everything.
Your resume must pass ATS filters while captivating human readers. This means using exact keywords from job descriptions, avoiding tables and graphics that confuse parsers, and structuring content with clear achievement-based statements. But it also means telling a compelling story about progression, impact, and increasing responsibility.
- Cultivate Strategic Relationships
Your network should include peers in your industry, professionals one level above you, people in companies you admire, and those who share your professional interests. But having connections isn’t enough—maintaining them matters more.
Engage meaningfully with others’ content. Share relevant insights with specific connections. Make introductions when you can add value. Show up consistently at industry events—not just when you need something. The executives who move quickly when opportunities arise are those who’ve been building relationships continuously, not scrambling when circumstances force a change.
- Master Interview Dynamics
At senior levels, interviews assess fit as much as competence. Behavioral questions probe how you handle complexity, ambiguity, and conflict. Case studies reveal problem-solving approaches. Panel interviews test how you engage with diverse stakeholders.
Preparation means more than rehearsing answers. Research the company deeply—understand their strategic challenges, competitive position, recent announcements, and cultural indicators. Prepare STAR-method stories that demonstrate your capabilities across different scenarios. Practice your 60-second pitch until it’s natural, not scripted.
Virtual interviews require particular attention. Your technical setup communicates executive presence—professional background, appropriate lighting, eye-level camera angle. Test everything 24 hours before. Have your notes organized but invisible. Frame yourself to maintain eye contact through the camera.
- Negotiate Comprehensively
Compensation isn’t just base salary. It’s the complete package: performance bonuses, equity, benefits, professional development budgets, flexibility, sign-on bonuses, vacation time. Know what matters most to you. Research market ranges for your role, industry, and location.
Delay salary discussions as long as professionally possible—your leverage increases significantly once they’ve decided they want you. When negotiations begin, anchor high but reasonably, emphasize the value you bring, and remember they’ve already invested considerable time in you. They want this to work.
The Role of External Perspective
This is where external perspective becomes invaluable—whether through mentorship, coaching, or industry networking. A skilled advisor doesn’t have all your answers; they ask questions you haven’t asked yourself and help you see what you already know but haven’t fully processed.
Through my work with executives, I see consistent transformations: clarity on what they actually want (not what they think they should want), recognition of patterns in past successes they can replicate, identification of blind spots that have held them back, and development of strategies that align with who they are rather than generic advice.
Mentorship relationships work best when you’re clear about what you’re seeking, respectful of their time, willing to reciprocate, and committed to implementing insights. The conversations that shift your trajectory often start with one authentic question to the right person.
Beyond Landing the Role: Setting Yourself Up for Success
Accepting an offer isn’t the finish line—it’s the starting line for a critical transition phase. The first 90 days in a new senior role determine whether careers accelerate or stall.
Your early priorities should balance learning with action. Resist the urge to implement solutions immediately. Spend time understanding the culture, the politics, the unwritten rules. Ask questions. Listen more than you speak. The executives who stumble in new roles often lack capability but misunderstand what success looks like in the critical early phase.
Invest in relationship building. Your effectiveness depends on trust and collaboration. Get to know your team, peers, and key stakeholders. Understand their challenges, priorities, and working styles. Identify 2-3 early opportunities where you can add visible value without overstepping or disrupting. These quick wins build credibility and buy you patience for bigger initiatives.
Have explicit conversations with your manager about priorities, metrics, and communication preferences. Don’t assume you understand what success looks like. Clarify expectations early and revisit them regularly.
Staying Relevant: The Practice of Continuous Growth
The executives who remain in demand across decades aren’t those who knew the most ten years ago—they’re the ones who never stopped learning. In industries like FMCG and retail where change is relentless, standing still means falling behind.
Continuous learning doesn’t require constant degree programs. It means cultivating curiosity and staying connected to evolution. Read beyond your function. Engage in industry conversations through panels, conferences, and roundtables. Teach what you know through mentoring—it solidifies understanding and identifies knowledge gaps. Experiment with new tools and approaches without waiting for formal training.
Build a diverse network. Your growth is limited by the perspectives you’re exposed to. Connect with people who see the world differently than you do. Engage with emerging generations entering the workforce—their expectations and approaches will shape the future you’ll be leading in.
Your career longevity isn’t determined by what you’ve already accomplished. It’s determined by your capacity and willingness to evolve. Growth isn’t a phase—it’s a practice.
By Irene Domingo, Community & Talent Engagement Manager at LS International