CEO, managing director and country head jobs

What a free account opens, and what Foresight adds

Reading is free here, and that is not a trial — every one of these 568 briefs opens in full without paying. What a membership buys is the ability to act on them at volume, to reach the ones outside India, and to be found by them while you are working.

Counted against the 568 open chief executive and general management mandates on this page — 135 in India, 433 elsewhere. Prices are annual and all-inclusive, with GST already inside the figure shown; quarterly terms exist at a smaller allowance. Nothing on this page is behind any of them.

Why these seats are open

Every mandate here is filed with the reason it exists. It is the most useful column in the corpus and the one no job board carries.

General management is the most PLANNED market on this platform — more than two thirds of these mandates are filed as planned hires, a far higher share than finance, technology or operations. That is exactly what you would expect and it is worth stating, because it inverts the usual advice about moving quickly.

A board that has decided its chief executive will go does not brief in a hurry. It briefs eighteen months out, runs a long internal-versus-external comparison, and frequently appoints somebody it first met a year before the seat existed. The corollary is uncomfortable: for most of these seats, by the time you could have applied, the shortlist was already people the board or its advisers had met. Speed is not the variable. Being known before the seat opens is the variable.

The urgent minority behave in the opposite way and are worth watching precisely because they are rare. An unplanned chief-executive departure is a governance event — a resignation, a health matter, a board falling out — and the seat is filled fast, from a much shorter list, with a strong preference for somebody who can start. Those are the seats where an agent watching the corpus around the clock earns its cost in a single week, and where a candidate reading a job board once a fortnight will simply never see the window.

Closing soonest

298 of these mandates carry a published deadline, and 0 of those fall inside the next fortnight. A seat with no date is not less real — a board that has not set one should not have one invented for it.

• Sun, 18 Oct21 daysManaging Director and Business Unit Head, Renewable EnergyMumbai, India · Renewable Energy Advisory and Engineering · permanent
• Mon, 19 Oct22 daysChief Executive Officer, Valuation ServicesMumbai, India · Valuation and Financial Advisory Services · permanent
• Tue, 20 Oct23 daysChief Executive Officer, Smart Meter Manufacturing - Water and GasMumbai, India · Smart Utility Metering and Industrial IoT · permanent
• Mon, 26 Oct29 daysManaging Director – India Platform — Packaging And Test NetworkBengaluru, India · Semiconductor · permanent
• Mon, 26 Oct29 daysChief Executive Officer — Debt Syndication and Project FinancingMumbai, India · Financial Services · permanent
• Mon, 26 Oct29 daysInterim Managing Director — Banking GCC LaunchBengaluru, India · Banking GCC · interim
• Mon, 26 Oct29 daysChief Executive Officer — Premium-Brands PortfolioLondon, United Kingdom · Consumer Goods · permanent
• Mon, 26 Oct29 daysIndustrial Marketplace Trust Remediation DirectorAmsterdam, Netherlands · Industrial Procurement Marketplace · consulting

Counted at the last refresh of this page, which runs hourly. The mandate itself is the authority on whether it is still open.

Where these mandates come from

• Jobs Directly Posted by Firms445
• Jobs Posted by Fellow Members52
• Jobs Posted by NRCs / Boards46
• Direct Mandates of Gladwin International25

Every mandate on this page arrived here deliberately. The largest group was posted directly by the hiring firm; the next largest are Gladwin's own retained and exclusive mandates. A smaller number come from nomination and remuneration committees filling board and chair seats, and a smaller number again from members of the platform hiring into their own organisations — which at this level is common, because the people hiring chief executives are frequently chief executives.

What that list does not contain is anything scraped. No row here was lifted from another site, aggregated from a careers page or bought from a feed. At general-management level that matters more than at any other, because the seats that get aggregated are by definition the ones that were advertised — and the seats worth having at this level are, almost by definition, the ones that were not.

Your name stays yours

This used to be the last thing on the page. For a sitting finance chief it is the first question, so it has been moved to where it is actually asked.

Registering is free and anonymous to the hiring side. You are not in a database a company can browse, and nothing about you reaches a board until you approve a specific named seat. What goes then is a portfolio written for that board and that mandate — not a CV placed into circulation, which is how a confidential search stops being confidential.

A chief executive who is discovered to be looking has a career problem. A chief financial officer who is discovered to be looking has a governance problem, because the market reads it as a signal about the numbers. That asymmetry is the reason this platform is built the way it is, and the reason the seats worth having are never advertised.

How the Terminal places a general manager

Two markets share this title, and the route into each is different.

The largest group of general-management mandates on this platform are consulting and advisory engagements, not executive appointments — partner-track seats, sector advisory, value-creation roles inside a portfolio. That is not an accident of how the corpus was assembled. It reflects where senior general managers actually go: a country head with twenty-five years of operating record is worth more to a private-equity portfolio or an advisory partnership, per year, than to any single company that could afford him, and the market has noticed.

The second group is the one most readers arrive looking for: the operating seat. A chief executive, a managing director, a country head, a business head with a full profit and loss. These are filled slowly and almost never advertised, because announcing that a chief executive is leaving is a market-moving event and boards do not make market-moving announcements before they have a replacement.

The Terminal runs both markets through the same sequence, and the sequence is the point. Nothing about you moves until you say it moves. Whisper reads the corpus against your record and proposes a named seat; you approve or decline it; a portfolio is written for that specific board, that specific mandate, that specific moment; a curator reads it before it leaves; and Gladwin presents you under your Executive Passport. Your name is not in a database a hiring side can browse.

For a sitting chief executive that sequence is not a convenience, it is the entire proposition. A finance chief who is discovered to be looking has a governance problem. A chief executive who is discovered to be looking has a valuation problem, a retention problem among their own leadership team, and a board that now has to manage a story it did not choose. Every part of how this platform is built follows from that asymmetry.

The barbell, and what it tells you

This is the only market on the Terminal with two peaks instead of one.

Almost every other function on this platform has a single experience hump — finance clusters hard at eighteen to twenty-eight years, technology at twenty-two to twenty-eight. General management does not. It has a large group at eighteen to twenty-two years and a second, substantial group beyond twenty-eight, with the band between them thinner than either. Two markets are sharing one label.

The first peak is the advisory and consulting entry point. A leader at twenty years with a strong functional record and one general-management stint is exactly what a partnership recruits: young enough to build a practice over a decade, senior enough to be credible in front of a client board. These seats are competitive, they are the ones most often open, and they are the most accessible route into general management for somebody who has run a function rather than a business.

The second peak is the operating chair at the end of a career — the country head, the group chief executive, the chair-track non-executive. These are filled on track record rather than potential, and the assessment is almost entirely about what happened under you rather than what you were responsible for. The thin middle is not a gap in the market; it is the point at which a career either converts a functional record into a profit-and-loss record, or does not.

If you are in the thin middle and finding it hard, the corpus is telling you something specific rather than something discouraging. The seats above you are assessed on a full P&L carried through a cycle. The seats beside you are assessed on the same thing. The fastest route across is almost never another functional promotion; it is a smaller business with a real bottom line, taken sideways or down in title, and held long enough for a cycle to happen to it.

The partner track, which most operators misread

More of these mandates report to a global managing partner and a regional partner council than to a group chief executive and a board. That is the single most surprising figure in this corpus, and it changes what a candidate should prepare.

An operator preparing for a partner interview almost always over-prepares the operating record and under-prepares the two things a partnership is actually buying: whether you will bring revenue, and whether you will be governed. Partnerships are not hierarchies. A managing partner cannot instruct a partner in the way a chief executive can instruct a divisional head, so the selection has to do the work that authority would otherwise do — which is why the process is slower, more social, and far more interested in your relationships than your results.

The practical consequence is that the strongest possible evidence for a partner-track seat is a client who followed you. Not a logo you served, not a programme you ran, but a named relationship that moved when you moved. Operators rarely lead with this because it does not feel like an achievement in a corporate CV. In a partnership it is the achievement.

The inverse is also true and worth stating plainly. If you have run a large business but have never sold anything, the partner track is a harder move than it looks from outside, and the seats you will convert are the ones where the partnership is buying operating credibility for a specific sector rather than a book of business. Those exist here, they are a meaningful minority of the corpus, and they are worth targeting deliberately rather than applying broadly and being read as a generalist.

What "country head" means, and where it does not mean much

The same title carries a board in one market and a reporting line in another.

In India, a country head of a multinational is frequently a statutory director of the Indian entity, which attaches personal liability that most incoming candidates have not priced. The Companies Act does not care that your real authority sits in Singapore or Zurich; if your name is on the board of the Indian entity, you carry the obligations of a director of an Indian company. Candidates who have only held country roles in jurisdictions where the local entity is a branch are routinely surprised by this, and it is the single most common reason an otherwise-agreed appointment slows down.

In the Gulf, the defining question is ownership rather than structure. A very large share of senior general-management seats sit inside family-controlled groups or sovereign-linked entities, where the chief executive is frequently the first professional appointed over a business that has run on the owner's judgement. The operating work is often simpler than in a listed environment; the work of establishing that decisions can be made without the owner in the room is considerably harder, and it is what these mandates actually fail on.

In Singapore and the APAC hubs, the country-head title most often means regional scope with a small local business attached, and the real job is coordination across a dozen jurisdictions with different regulators, different partners and different economics. Candidates who have run one large market well are frequently underprepared for a role where no single market is large and the value is entirely in the aggregation.

In the United States and Western Europe, the general-management market is more stratified than elsewhere: the gap between a divisional president and a group chief executive is wider, the intermediate seats are fewer, and lateral entry at the top is rarer than the volume of mandates would suggest. An international candidate reading these listings should assume the process is longer and the internal candidate stronger than the equivalent seat in Asia or the Gulf.

Where these mandates are

• India135
• United States57
• Germany25
• United Arab Emirates24
• United Kingdom24
• Singapore23
• Canada20
• Netherlands20
• France17
• Switzerland14
• Australia14
• Japan10

Counted from open mandates on 27 September 2026. 135 sit in India and 433 elsewhere; markets beyond the top 12 carry the remainder.

Who you would report to

The most revealing line on a brief, and the one candidates most often skip. 310 distinct reporting lines appear across these mandates.

• Group Chief Executive and the board66
• Global Managing Partner and the regional partner council44
• Global Managing Partner and regional partner council30
• Group board and Group Chief Executive30
• Chief Accounting Officer17
• Chief Financial Officer11
• Global Transfer Pricing Head9
• Chief Risk Officer8
• Board Finance Committee Chair7
• Chief Tax Officer6
• Group Treasurer6
• Corporate Controller5

Lines named on fewer than four mandates are not shown — the tail is long by design, because a real board writes the structure it has rather than choosing from a menu.

The reporting cut on these mandates says something no other vertical's does: more of them report to a global managing partner and a regional partner council than to a group chief executive and a board. Read that as the market telling you where senior general managers are actually being absorbed — into partnerships and advisory structures, not only into operating chairs.

The second-largest group reports to a group chief executive together with the board, which is the classic divisional-president or country-head structure and is more demanding than it looks on paper. You serve a chief executive whose interest is delivery and a board whose interest is assurance, and the moments that define the seat are the ones where those two want different things. Candidates who read that line as "reports to the CEO" prepare the wrong evidence.

A meaningful group reports to the group board and the chief executive jointly, which is a different structure again and usually signals either a governance concern or a succession plan. If you are reading one of those mandates, it is worth establishing which — the question "why is this seat reporting jointly" is the most informative single question you can ask about a general-management brief, and almost nobody asks it.

How much experience these boards ask for

• 18–22 years270
• 28+ years157
• 22–28 years131

A further 10 mandates state the requirement in their own words rather than as a band — “proven controller responsibility”, “VP-level acquisition finance” — and are not bucketed here.

The experience distribution here is a barbell rather than a hump, and it is the only one on the platform shaped that way. A large group of these mandates sit at eighteen to twenty-two years — the advisory and partner-track entry point — and a second substantial group beyond twenty-eight, which is the operating-chair and board end. The band between them is thinner than both.

That shape is useful rather than discouraging. If you are at twenty-four or twenty-five years and finding the market thin, you are in the trough between two markets, and the way across is not another functional promotion. It is a full profit and loss held through a cycle, or a deliberate move onto the partner track while the entry point is still open to you. The corpus will not tell you which to choose, but it is unambiguous that those are the two doors.

Four ways into this market, and they are different products

By work mode: 373 hybrid · 152 onsite · 43 remote. At this level the work is a board relationship and an external stakeholder rather than a set of deliverables, which is why genuinely remote seats are the smallest group.

What these seats pay

General management is the one function where the headline number is the least informative part of the package, and the corpus shows why: nearly half of these mandates are consulting and advisory engagements, where the economics are a base plus a share of what you bring, and a comparison against an executive salary is meaningless in both directions.

For the operating seats, the figure that decides a move is almost never the base. It is the long-term incentive, what it is measured against, and whether it survives a change of control — which is precisely the term most candidates negotiate last and understand least. A chief executive package with an excellent base and an LTI benchmarked to a peer index you cannot influence is worth materially less than a smaller base with a plan tied to something you actually control.

The Terminal takes pay from the mandates themselves — the ranges boards actually briefed, not a survey of what people say they earn. Where the sample is too thin to support a median, this page shows no median rather than printing a figure derived from a handful of seats. What a general-management package is actually worth is a modelling question rather than a benchmarking one, and it is what the Career, Compensation and Global Mobility Strategy exists to do.

Becoming the apex professional in this field

There is no single ladder into a general-management chair, and the corpus makes that unusually clear: the seats here are filled from finance, from operations, from sales and from consulting in roughly comparable numbers. What is consistent is not the starting function but the transition that has to happen at each step, and it is the same transition every time — from being accountable for a number to being accountable for the whole.

The rungs below are drawn from what these mandates actually demand, not from an organisation chart. The useful question at each step is not "am I senior enough" but "have I ever been the person the bad news arrives at first".

1. 01

   Functional Head

   One function at scale — a finance function, a supply chain, a sales organisation — with its own budget and its own team.

   What stops people here — A functional head is judged on the quality of their function, and an excellent one can be built inside a business that is failing. The record shows competence and proves nothing about judgement under trade-offs, because the trade-offs were made above you.

   The bridge — Take ownership of something outside your function that the business actually needs — an integration, a new market entry, a cost programme that cuts across. The point is not the project; it is that you will have to decide between two things you both care about, which is the only skill general management is really assessed on.

2. 02

   Business Unit Head / Profit-Centre Lead

   A full profit and loss, however small. Revenue, cost, people, and the gap between what was promised and what happened.

   What stops people here — The first P&L is usually carried in a good year, and a record that contains no downturn reads as untested. Boards are explicit about this and candidates rarely hear it: they are not looking for growth, they are looking for evidence of what you did when growth stopped.

   The bridge — Stay through a bad cycle rather than moving at the top of a good one. A leader who held a declining business, made the hard reductions and can explain the reasoning is a stronger candidate than one who rode a rising market twice, and the corpus prices that difference explicitly.

3. 03

   Country Head / Managing Director

   A whole market — including the parts that are not commercial. Regulators, partners, the local board, and the group's reputation in that country.

   What stops people here — The country seat can be run as a large business-unit job if the group lets you, and many are. A candidate whose country record contains no regulator, no statutory board and no external stakeholder has done the commercial half and none of the governance half, which is the half the next seat is about.

   The bridge — Take the statutory directorship rather than avoiding it, chair the local board, and own the regulator relationship personally instead of delegating it to legal. In India this is also the fastest legitimate route into independent directorships later.

4. 04

   Group Chief Executive

   Capital allocation and the board relationship. What the enterprise is for, what it stops doing, and who is told what and when.

   What stops people here — At this level the constraint stops being evidence and becomes access. These seats are not advertised, they are filled from a pool the board or its advisers already know, and the single most common reason a strong candidate is not considered is that nobody in the room thought of them.

   The bridge — This is what the platform is for. A board filling a chief-executive seat almost never runs an open process; named, confidential mandates reach you before that pool is formed, and your record travels under a passport rather than as a CV in circulation.

5. 05

   Managing Partner / Board Chair

   Other people's accountability rather than your own. Selecting, governing and occasionally removing the people who run things.

   What stops people here — Both of these are elected rather than appointed in practice, even where the process looks like an appointment. An operating record is necessary and nowhere near sufficient; what decides it is whether the people who will have to be governed by you would choose you.

   The bridge — Build the standing deliberately — committee work, a first non-executive seat in an adjacent industry, visible positions taken in public on questions in your sector. The Terminal files board and partner mandates separately from executive ones because they are assessed on an entirely different axis.

The general-management CV, which is read differently from every other

A functional CV argues competence. A general-management CV has to argue judgement, and the evidence is different.

The commonest failure in a senior general-management CV is that it reads as a larger functional CV. It lists scale — revenue, headcount, markets — and leaves the reader to infer that somebody who ran something that big must be good. Boards do not make that inference. They have all seen large businesses run badly, and scale without outcome reads as tenure.

What a board is reading for is the decision. Not the result, the decision: what you chose between, what you gave up, and what happened. A line that says "grew revenue from ₹800 crore to ₹1,400 crore" tells them the market was good. A line that says "exited two of five product lines to fund the third, which now carries 60% of margin" tells them you can allocate capital, which is the actual job.

The second failure is the missing downturn. A general-management record that contains only growth is read as either lucky or short, and both readings are damaging at chief-executive level. If you have held a business through a contraction, a restructuring or a failed strategy, that belongs high in the document rather than being quietly omitted — it is the most valuable thing you have, and candidates routinely bury it.

For a partner-track seat the document changes shape entirely. It leads with relationships and revenue rather than with scope: what you sold, to whom, and what followed you when you moved. An operating CV submitted for a partner seat reads as a candidate who has not understood that a partnership is a business they are being asked to join rather than a company they are being asked to run.

Every mandate here asks three questions before you may apply

A specimen, not a live brief — the real questions describe the client's own situation and are not published. Every general-management mandate on the Terminal carries three of them, authored for that seat.

1. 01This business has grown revenue for six years and lost margin in four of them. Describe a comparable situation you have personally owned, what you stopped doing, and what it cost you internally.200 words
2. 02The seat reports jointly to the group chief executive and the board. Describe an occasion when those two interests genuinely diverged in your own experience, and what you did.150 words
3. 03Name the largest decision you have made that turned out to be wrong, how long it took you to accept that, and what changed in how you decide afterwards.150 words

This is the filter, and it is the reason the platform is not a job board. A partner reads a considered answer to a real situation rather than a stack of documents, which means a strong candidate with an imperfect CV is read properly — and it means a speculative application costs you something, which is why the corpus stays worth reading.

Chief executive, managing director, country head, managing partner

Four titles used interchangeably in adverts, and four different jobs to the people filling them.

A great deal of mismatched applications at this level come from treating these as points on one ladder. They are not. A country head and a managing partner are not a rung apart; they are different professions that happen to sit at similar seniority, and the evidence that qualifies you for one is frequently irrelevant to the other.

The table below is drawn from how these mandates are actually written — the scope stated, the reporting line filed, and what the assessment turns on when a board or a partner council is choosing between two candidates who both look qualified.

What a membership actually gets you

Open mandates in this market

20 of 568. Title, market and engagement are open to everyone; the brief itself opens with a free account.

• Managing Director and Business Unit Head, Renewable EnergyMumbai, India · Renewable Energy Advisory and Engineering · permanent
• Chief Executive Officer, Valuation ServicesMumbai, India · Valuation and Financial Advisory Services · permanent
• Chief Executive Officer, Smart Meter Manufacturing - Water and GasMumbai, India · Smart Utility Metering and Industrial IoT · permanent
• Principal GRC Operating Model Director — Functional Configuration StewardshipMumbai, India · Financial Services GRC Platforms · consulting
• Principal Investor Reporting Director — Consumer Cohort EvidenceBengaluru, India · Consumer Commerce Ventures · consulting
• Principal Procure-to-Pay Architecture Director — ERP Exception State DesignChennai, India · Software Finance Operations · consulting
• Principal Capability Architecture Director — Social-Enterprise Manager PracticeBengaluru, India · Social Enterprise Programme Leadership · consulting
• Principal R2R Controls Design Director — Journal Decision TraceabilityGurugram, India · Finance-Service Journal Governance Design · consulting
• Detection Use Cases and Incident Evidence Acceptance — Consulting DirectorMumbai, India · Financial Services Cybersecurity · consulting
• Thirteen-Week Cash and Turnaround Decision Control Room — Consulting DirectorMumbai, India · Operating Recovery Services · consulting
• Fashion Marketplace Category and P&L Head — InterimBengaluru, India · Fashion Marketplace · interim
• Media and Aviation Services Operating Recovery — Interim CEOBengaluru, India · Media and Aviation Services · interim
• Education Cohort Payback and Retention Intervention — Consulting DirectorGurugram, India · Edtech · consulting
• Trade Instruments, Discounting and Risk-Gate Workflow — Consulting VP SpecialistMumbai, India · Trade and Supply-Chain Banking · consulting
• Interim EMEA Director, Finance, Amsterdam BankingAmsterdam, Netherlands · Banking · interim
• Consulting Vice President, Finance Operating Model, MadridMadrid, Spain · Professional and Technical Services · consulting
• Consulting Director, Finance AI Governance, AmsterdamAmsterdam, Netherlands · Financial Services · consulting
• Consulting Director, EMEA Finance and AI Value RealisationParis, France · Professional and Technical Services · consulting
• Terminal Labour-Deployment Architecture DirectorValencia, Spain · Mediterranean Container Handling · consulting
• Debt-Maturity Options DirectorJohannesburg, South Africa · Telecom Tower Infrastructure · consulting

Questions and answers

How many CEO and general management jobs are open right now?

568 general-management mandates are open on the India Board Terminal today, across 52 markets, out of 3,088 open mandates in total. It is the largest single vertical on the platform. The figure is counted from the live corpus rather than written into the page, so it changes as boards brief and as seats close.

Why are so many of these consulting and advisory rather than executive roles?

Because that is where senior general managers actually go. Nearly half these mandates are partner-track, sector-advisory or value-creation seats inside firms and portfolios. A country head with twenty-five years of operating record is worth more per year to a portfolio or a partnership than to most single companies that could afford them, and the market has adjusted.

Are chief executive seats ever advertised?

Very rarely, and the reason is structural rather than secretive: announcing that a chief executive is leaving before a replacement exists is a market-moving event. More than two thirds of the mandates here are planned hires briefed quietly, often eighteen months ahead, and filled from a pool the board or its advisers already knew.

Will my board or my team find out I am looking?

Not through this platform. Your name is not in a database a hiring side can browse, and nothing about you reaches a board until you approve a specific named seat. At chief-executive level that is the whole proposition — a discovered search is not a career problem, it is a valuation problem and a retention problem among your own leadership.

How much do these seats pay?

The pay section on this page shows the median of the ranges these boards actually briefed, with the sample size beside it, and shows none where the sample is too thin to support one. At this level the base is the least informative part: what decides a move is the long-term incentive, what it is benchmarked against, and whether it survives a change of control.

I have run a function, not a business. Can I move into general management?

Yes, and this corpus is filled from finance, operations, sales and consulting in comparable numbers. What does not work is another functional promotion. The transition that has to happen is from being accountable for a number to being accountable for the whole, and the evidence for it is a profit and loss — however small — held long enough for a cycle to happen to it.

How many years of experience do these boards ask for?

Unusually, there are two answers. This is the only market on the platform with a barbell distribution: a large group at eighteen to twenty-two years, which is the advisory and partner-track entry point, and a second group beyond twenty-eight, which is the operating-chair and board end. The band between them is thinner than either.

What is the difference between a country head and a managing director here?

Often nothing in the title and a great deal in the structure. The question that matters is whether the seat carries a statutory directorship of the local entity. In India it usually does, and that attaches personal liability regardless of where the real authority sits — which is the most common reason an otherwise-agreed appointment slows down.

Who does a chief executive report to on these mandates?

More of these seats report to a global managing partner and a regional partner council than to a group chief executive and a board, which tells you how much of this market is partnership rather than corporate. The next largest group reports to a group chief executive together with the board — two masters whose interests diverge at exactly the moments that define the seat.

Is the partner track a step down from an operating chair?

No, but it is a different profession. A partnership is buying whether you will bring revenue and whether you can be governed without being instructed. The strongest evidence is a named client relationship that moved when you moved — which operators rarely lead with, because it does not feel like an achievement in a corporate CV. In a partnership it is the achievement.

Can I take an advisory seat while I am still a chief executive?

An advisory mandate is designed for exactly that — a board or an owner buying your judgement without your calendar. It is the most common way a general manager builds a portfolio before leaving an executive seat, and it is the one engagement type on this page that is genuinely compatible with a current role.

How do I get onto a board as a non-executive?

By building the standing deliberately rather than waiting to be noticed: committee exposure from inside your executive seat, a first directorship in an adjacent industry rather than your own, and visible positions taken on questions in your sector. The Terminal files board mandates separately from executive ones because boards assess them on an entirely different axis.

Are remote general management roles real?

A small number are, and the work-mode cut on this page counts them honestly. The large majority are hybrid and a substantial minority fully onsite — which is what you would expect of seats whose work is a board relationship, a regulator and a leadership team rather than a set of deliverables.

What happens after I apply?

Every mandate here carries three questions written for that specific seat, and they must be answered before an application is accepted. At this level they are usually about a decision rather than a responsibility — what you chose between and what it cost. A partner reads a considered answer to a real situation rather than a stack of CVs.

How is this different from a search firm?

A search firm works for the client and holds a handful of mandates at a time. This is a corpus of 568 open general-management seats across 52 markets, read against your record by an agent, with your name withheld until you release it for a named seat. The difference that matters at this level is that a search firm has to think of you; here the corpus is read against you continuously.

The same corpus, entered elsewhere

• functionCFO and finance leadership jobs
• functionCTO, CIO and technology leadership jobs
• functionCOO and operations leadership jobs
• sectorTechnology leadership jobs — CTO, CIO and engineering chiefs
• sectorBanking and financial services leadership jobs
• sectorInfrastructure, energy and utilities leadership jobs
• sectorManufacturing and industrial leadership jobs
• sectorLogistics, supply chain and mobility leadership jobs
• sectorConsumer, retail and FMCG leadership jobs
• sectorHealthcare, pharma and life sciences leadership jobs
• sectorMedia, entertainment and telecom leadership jobs