By Karen Daniels, Principal, Pedersen & Partners:

In my 20 years as a Procurement Professional, I have witnessed and been part of the evolution of procurement from a back-office operational activity to a strategic function. Gone are the days when procurement was just about squeezing suppliers for the best deals, placing orders and making sure the goods arrived on time. There has been a professionalising of the function and radical developments over the last 2 to 3 decades elevating procurement to a strategic partner to the business.

In organisations today, where sustainability is the new license to operate, it is the procurement teams that are the unsung heroes leading the charge towards a more sustainable future. By prioritising suppliers who are embracing sustainability in their operations and responsible sourcing, procurement is closing the loop on waste and emissions. They're not just buying products; they're transforming how things are made.

From Raw Materials to Remanufacturing:

• Procurement favours bio-based and recycled raw materials
• They push for low-carbon, energy-efficient manufacturing
• Remanufacturing old parts saves up to 85% of energy vs. new

But it's not just about the planet – it's about people too!

• They champion fair labour practices and living wages
• Prioritise suppliers who support local communities
• Good governance and transparency are non-negotiable

And they are including these fundamentals in their supplier screening and onboarding, asking their suppliers about their sustainability goals, how are they ensuring human rights best practices in their operations and their strategies for reducing the impact on the environment.

May 15, 2024 - Shanghai, China – Pedersen & Partners, a leading global Executive Search and Leadership Consulting firm with 54 wholly owned offices in 50 countries, welcomes Cheryl Chen as a Client Partner, focusing on the Consumer & Retail Practice.

With over 20 years of experience in Business Development, Account Management, Executive Search & Leadership Advisory, Cheryl brings a wealth of expertise to her role. She is experienced in working across different functions and industries, with a proven track record in project and team management. Prior to her current role, she was a key contributor to the China Account Practice (Chinese enterprise). Earlier in her career, she has held significant roles with international Executive Search firms, where she served clients and candidates in the Consumer, Retail, & TMT sectors across China and Asia. Her roles involved strategic planning, business development, and delivering high-level executive search and leadership consulting services.

"I am delighted to welcome Cheryl to our team in Shanghai. With her extensive experience and proven track record in executive search and leadership advisory, Cheryl will play a key role in further strengthening our Consumer & Retail practice in the region. I look forward to working closely with her as we continue to deliver exceptional results for our clients," stated David Law Man Co, Client Partner, Head of Greater China / Head of Industrial Practice - Asia Pacific at Pedersen & Partners.

“I am happy to welcome Cheryl to our global Consumer & Retail team. She will be instrumental in further growing our presence in China and across APAC partnering with our consumer specialized colleagues at local, regional and global level,” added Kristian Pedersen, Partner, Global Head of Consumer & Retail Practice Group.

"I am happy to join Pedersen & Partners' team and contribute to strengthening the Consumer & Retail practice in the region. I look forward to collaborating with colleagues worldwide, using our expertise to deliver value to clients and contribute to transforming teams into high-performing organizations," concluded Cheryl Chen, Client Partner, Consumer & Retail Practice at Pedersen & Partners.

Pedersen & Partners is a leading global Executive Search and Leadership firm. We operate 54 wholly owned offices in 50 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives.

Edition Focus: Artificial Intelligence & Games Industry

By Kristian Pedersen, Partner – Head of Global Consumer & Retail Practice, and Jan Großmann, Client Partner - Head of Consumer & Retail Practice Germany

The Games Industry

Could you please give us an overview of the development of the games industry?

The games industry has undergone a fascinating evolution, marked by significant advancements and transformative changes. Computer-based gaming began in the 1950s and 1960s when computer scientists and engineers started experimenting with simple interactive games on mainframe computers, laying the foundation for what was to come. The 1970s and 1980s saw the rise of the gaming arcade, with games such as Pong, Space Invaders, and Pac-Man captivating players worldwide and establishing the medium of computer games within the sphere of mainstream entertainment.

In the 1980s, home video game consoles such as the Atari 2600 and NES revolutionised the industry by bringing gaming home — right into the living room. The 1990s and early 2000s saw technological developments such as 3D graphics and improved processing power, and then online gaming allowed players to connect and compete globally. Finally, the introduction of smartphones led to the rise of mobile gaming.

In recent years, the games industry has witnessed the rise of esports and game streaming platforms such as Twitch and YouTube Gaming. Virtual Reality (VR) and Augmented Reality (AR) technologies have made significant contributions to the industry, offering immersive and interactive experiences.

The games industry has grown into a global USD 200 billion industry, shaped and driven by technology, expanding audiences, and innovative game design. The future of gaming continues to hold exciting prospects, continually refined and revitalised by emerging technologies.

How have the games industry’s business models, channels, and monetisation changed over the years?

The business models, distribution channels, and monetisation strategies of the games industry have evolved significantly over several decades. Initially, games were sold through brick-and-mortar retail stores, with consumers purchasing cartridges or discs for specific platforms. However, the internet has facilitated the use of digital distribution platforms such as Steam, enabling gamers to directly purchase and download games to their computers, and eliminating the need for physical copies.

The emergence of free-to-play (F2P) games led to a new monetisation model, where games are initially free but offer in-game purchases for additional content or upgrades. This model has become increasingly popular, particularly in mobile gaming. Subscription services such as Xbox Game Pass, PlayStation Plus, and Apple Arcade have also gained traction, offering players access to a library of games for a monthly fee, and reducing the need for individual purchases.

Mobile gaming has given rise to several monetisation strategies, including “freemium” games that combine free content with premium features available for purchase. Additionally, in-game purchases have become common, especially in F2P games, allowing players to buy cosmetic items, character upgrades, or additional levels. AI may be used to market in-game purchases, taking into account an individual user’s gameplay skills and purchase behaviour.

At the same time, crowdfunding platforms have enabled game developers to secure up-front funding directly from players, allowing them to create games based on audience support, often providing incentives such as exclusive rewards and early access.

The rise of esports and game streaming has opened up new monetisation opportunities. Esports generate revenue through sponsorship, advertising, ticket sales, and media rights, while game streaming platforms like Twitch and YouTube Gaming offer options for content creators to monetise their channels through subscriptions, donations, and sponsorships.

These changes in business models, distribution channels, and monetisation strategies reflect the industry’s evolution in response to technological advancements, player preferences, and market demands.

What are the main trends in the games industry?

The games industry is shaped by several key trends, summarised below:

• AI-based monetisation with deep learning (including predictive analytics) is one of the most challenging and interesting trends right now.
• Mobile gaming dominates the industry, with an increasing majority of players accessing games mainly or wholly on smartphones and tablets.
• Esports and competitive gaming attract large audiences and generate substantial revenue, leading to the development of dedicated teams and leagues.
• Virtual Reality (VR) and Augmented Reality (AR) technologies offer immersive experiences, while cross-platform play and cloud gaming enhance inclusivity and accessibility.
• Streaming platforms such as Twitch and YouTube Gaming create new entertainment and community-building opportunities.
• Live service games prioritise player engagement through continuous updates and interactions.
• Social gaming and user-generated content thrive, fostering multiplayer interactions and creative collaboration.
• The industry is also starting to focus on sustainability and ethical considerations: reducing carbon footprints, promoting diversity, ensuring fair treatment, and the like.

These trends reflect technological advancements, changing consumer behaviours, and a growing emphasis on community, accessibility, and social engagement.

Digital Business Transformation in FMCG/Retail

How do you see the situation and status of digital transformation in FMCG/Retail?

The digital transformation in the FMCG and retail sectors has already had a profound impact on the industry, and continues to evolve rapidly. The rise of e-commerce has revolutionised the way consumers shop for FMCG products. Online shopping platforms and marketplaces have become popular avenues for convenient purchases, enabling retailers to expand their customer base and provide personalised shopping experiences. Additionally, this shift has streamlined supply chain processes, leading to greater efficiency.

Another significant trend is the adoption of omnichannel retailing strategies. Integrating online and offline channels has become essential for FMCG/retail businesses. Omnichannel approaches enable customers to seamlessly transition between different touchpoints: physical stores, websites, mobile apps, and social media. This integration enhances the overall customer experience and allows retailers to gain a comprehensive understanding of the customers and their shopping behaviour.

The increased availability of customer data has been paired with advancements in analytics to turbocharge the use of data analytics and personalisation in FMCG/retail. By leveraging customer data, retailers can better understand consumer preferences, optimise product assortments, and deliver personalised recommendations. This leads to improved customer satisfaction, and enables targeted marketing campaigns.

Mobile apps have become indispensable tools for FMCG/retail businesses, providing features such as loyalty programs, mobile payments, personalised offers, and easy product discovery. These apps enhance customer engagement and deliver a seamless shopping experience.

Digital transformation has also had a significant influence on supply chain operations, leading to optimisation and improved transparency. Technologies such as RFID, IoT, and blockchain enable real-time inventory tracking, demand forecasting, and supply chain visibility. This has resulted in reduced costs, minimised stockouts, and optimised logistics.

Artificial Intelligence (AI) and automation are making their mark in the FMCG/retail industry. AI-powered chatbots and virtual assistants offer efficient customer support, while automated fulfilment systems enhance order processing and delivery. AI algorithms play a crucial role in demand forecasting, pricing optimisation, and inventory management.

Social media platforms have become vital for FMCG/retail businesses to engage with customers. Brands use social media to connect with their audience, build communities, and receive direct feedback. Influencer marketing has gained prominence, allowing brands to reach a wider audience and enhance brand awareness.

Although digital transformation brings numerous opportunities for growth and improved customer experiences, there are challenges to overcome. Privacy and data security concerns, competition from e-commerce giants, and the need for infrastructure upgrades pose challenges for traditional retailers. However, embracing digital technologies enables FMCG/retail businesses to thrive by capitalising on the opportunities presented.

Digital transformation is reshaping the FMCG/retail industry by enhancing customer experiences, optimising operations, and driving growth. To succeed in the digital era, businesses must stay agile, embrace innovative strategies, and continuously adapt to the evolving landscape of digital technologies.

What are the digital transformation focus areas in FMCG/Retail?

The main focus areas are:

• e-commerce and online presence
• customer experience enhancement
• supply chain optimisation
• data analytics and business intelligence
• mobile and digital engagement
• integration of physical and digital channels
• innovation with emerging technologies
• sustainability considerations.

Retailers are investing in robust e-commerce platforms, personalised customer experiences, supply chain process optimisation, and harnessing data analytics for informed decision-making. They are also enhancing mobile and digital engagement through mobile apps and omnichannel strategies. Integration of physical and digital channels, as well as the adoption of emerging technologies like VR, AR, AI, and automation, are key focus areas. Sustainability practices and ethical considerations are gaining importance in digital transformation. These focus areas drive innovation, improve operational efficiency, and ensure competitiveness in the evolving FMCG/Retail landscape.

To what extent will AI be a game changer in FMCG/Retail?

AI has the potential to revolutionise the FMCG/Retail industry by impacting areas such as customer experience, operations, supply chain, and marketing. It could provide a competitive edge, improve operational efficiency, and enhance the customer experience. Successful AI implementation requires proper data management, skilled resources, and a strategic approach; it should be used as a tool to augment human capabilities rather than replacing them entirely.

Possible use cases for AI in FMCG/Retail include:

• Personalised recommendations
• Accurate demand forecasting
• Automated customer support through chatbots and virtual assistants
• Pricing optimisation
• Fraud detection
• Supply chain optimisation
• Enhanced marketing campaigns

Executive Profiles

What is the impact of AI developments on the ideal profile of future leaders?

The increased use of AI has a significant impact on the ideal profile of future leaders, who will need to demonstrate a complex skillset:

• Technical proficiency, including data-driven decision-making skills;
• Adaptability and commitment to continuous learning;
• High ethical standards, as leaders navigate privacy, bias, and transparency issues;
• Collaboration and interdisciplinary skills, especially when working with diverse teams;
• Strategic vision and innovation to integrate AI into the overall business strategy;
• Finally, emotional intelligence and leadership skills are needed to foster a culture that values human abilities alongside AI.

Future leaders must embody these qualities to effectively leverage AI and navigate the evolving technological landscape.

What kind of personalities are needed to lead teams through a transformation process?

Leaders who can successfully lead teams through a transformation process possess key personality traits; they must be visionary, resilient, empathetic, collaborative, agile, adaptable, open-minded, influential, and continuous learners. These leaders have a clear vision, are able to handle setbacks, understand and support their team, foster collaboration, navigate ambiguity, embrace new ideas, influence stakeholders, and prioritise personal growth.

By embodying these qualities, leaders create an environment conducive to innovation, resilience, and collaboration during times of change.

Talent Sourcing

What are the key leadership roles for a successful digital business transformation?

Key leadership roles for a successful digital business transformation:

• the visionary leader who sets the direction
• the change champion who drives cultural change
• the digital strategist who develops a comprehensive roadmap
• the collaborative facilitator who promotes cross-functional collaboration
• the technology advocate who champions new technologies
• the data-driven decision maker who emphasises data-driven insights
• the talent developer who invests in upskilling
• the customer experience advocate who prioritises customer needs

These are complementary roles; they work together to lead the organisation through transformation, fostering innovation and driving growth.

How relevant are the skills and expertise of games industry leaders in other sectors?

Leaders from the games industry are known for their innovation, creativity, and customer-centric approach. They have a deep understanding of technology, digital platforms, and data analytics, and they excel in team management, collaboration, and fostering an agile and adaptive mindset. Although they may need to acquire and get up to speed on industry-specific knowledge, their skills bring fresh perspectives and innovative thinking to drive success and growth in other sectors.

In which business areas could games industry executives add the most value?

Games industry executives have the potential to contribute their unique skills, experiences, and perspectives to drive innovation and success in various business areas across many different industries:

• Expertise in enhancing customer experiences through gamification, interactive interfaces, and user-centred design;
• Experience in guiding the implementation of digital initiatives such as e-commerce integration and data-driven decision-making to facilitate digital transformation;
• Proficiency in using data analytics to gain valuable insights into customer behaviour and preferences, fostering innovation and creativity through fresh ideas and a culture of innovation;
• Familiarity with the challenges and rewards of leading diverse teams, promoting agile methodologies, and fostering collaboration;
• New insights into alternative revenue streams and innovative business models for monetisation;
• Understanding of branding: leveraging digital marketing, influencer partnerships, and social media engagement for effective branding strategies.

Edition Focus: Fast Casual Dining & QSR

Foreword by Kristian Pedersen, Partner – Global Consumer & Retail Practice, and Sunandan Chaudhury, Client Partner, Pedersen & Partners

Welcome to the inaugural edition of the Industry Pulse – the Pedersen & Partners Global Consumer & Retail Practice Group newsletter, where we take a closer look at brands, leaders and sectors to gain industry insights, discover new trends and hear the story behind the story directly from industry leaders.

In this first issue of the Industry Pulse, we have an exclusive interview with Niren Chaudhary, Chairman of Panera Brands, which combines our deep interest and hiring experience in the Fast Casual Dining and Branded Quick-Serve Restaurants segments, with the thrill of gaining an insight into the thought leadership of one of the industry's prominent leaders.

We have chosen this focus because the segment continues to grow and transform, despite challenges including Covid-19, high inflation, global supply chain issues, technological transformations, and sustainability demands. Perhaps the most interesting challenge of all is that of evolving consumer and employee behaviours such as health concerns, changing consumption patterns, and work preferences.

According to the International Franchise Association’s annual Economic Outlook Report 2023, the estimated industry growth for quick-serve restaurants is expected to surpass pre-pandemic levels. 

In this exclusive interview with Niren Chaudhary, we learn that the industry's growth is a result of high agility in rapidly adapting menus, adoption of new technology, improved ways of working, and adjusting store formats to fit the new reality. Panera Brands is strengthened by its strong long-term vision, lasting brand values and consistent focus on people... along with quirky rewards and celebrations.

You’ve worked with some fantastic brands, such as KFC and now Panera Brands – on a local, regional and global level. What makes these brands so successful? What’s the secret sauce?

I’ve spent about 30 years in food retail, 25 of which were with Yum Brands: Pizza Hut, KFC, and Taco Bell.

I’ve been very fortunate to work with incredible leaders, companies, and brands. In answer to your question about what makes brands distinctive and successful, I’d say the playbook is very simple: It’s about executing the brand promise.

Anybody can craft a strategy because strategy is a function of intellect. But executing a strategy is a function of the heart.

You must have a brand with a clear, distinctive proposition, and then you must bring it to life every single day, in every single outlet, for every single customer, across the countries in which you operate.

What does success look like for you, Niren?

For me, success is not a unidimensional expression of who I am. It is a multidimensional, kaleidoscopic expression of who I want to be as a leader, a father, a son, a parent, a student, a musician, a sports person, a linguist, a spiritual student, and a community server. In all those roles, I want to make sure that I am constantly striving to be the very best version of who I can be. That’s what success means to me – fulfilling the potential that I have.

We’ve heard about the personalised awards that you used to give to team members, and that you visit stores very often and get instant feedback from customers. Does that give you greater strength to carry on what you do?

My mindset is that whatever I wish to see in the organisation, I must first do it myself. If I want our leaders to be in the cafés, I must be in the café myself. If I want our teams to talk to guests and care for them, I must first care for them, the employees. If my associates are happy and love our guests in turn, that’s how we’ll become successful. For me, it’s a very natural extension of leadership: whatever the leaders say, they must be willing to first and foremost do it themselves.

And I believe that recognition is a very important cornerstone of any culture where you create an environment of catching people doing things right, as opposed to catching them doing things wrong.

The people and talent aspects are very important to you and to the business. How do you ensure that you get the best and the right people?

That’s a great question. First, I have the privilege of leading a world-class executive team. In our cafés, it’s somewhat easier because of this unique ownership construct, and due to the power of the brand. We are a very aspirational set of brands, and we have the investment construct. I take my role very seriously in creating the right culture where my teams feel that they’re growing and developing, engaged and connected.

That’s how you drive results in an organisation, by making sure that you have a value proposition that appeals to your people first and foremost – that way, you can attract, retain, and grow the most talented people. 

You also have a strong e-commerce channel. How do you balance the technological advances with that attitude for the people, and where do you rate yourself in your peer cohorts on automation technology and digitalisation?

We are, and always have been, the digital tech leaders in the food retail industry, and we continue to invest significant amounts of capital in developing our tech stack.

We have a very large number of My Panera loyalty program members. We are very tech-forward, and we are constantly looking at ways of leveraging technology to reduce friction, personalise the guest experience and drive productivity for our labour and our associates.

I know that a lot of people are concerned about AI and the general impact of technology on the future of the workforce and employability. My mindset is that it is fantastic because it’ll give us the opportunity to use human capital more productively.

It is not to be feared; it’s to be embraced and leveraged, in a way that enables you to become better and use human potential in areas that require human skills, judgment, and emotion.

We saw the concerns for health during the pandemic, and health is becoming a key element: what are you doing to bring healthy options?

Our brand leads on serving food with integrity. Our animal proteins are responsibly raised; that’s a very high bar to have on the supply chain, but we are very committed to it.

Our mindset is that at Panera we will not serve food that we wouldn’t serve to our own families. 

As a leader, what’s your biggest learning and do you have any stories that capture that?

We all understand the importance of competence, but I wish and pray that more leaders understood the importance of character. The world needs it more than ever; character essentially means that we as leaders spend time defining what’s important to us, and what our values are. If we embrace the right values, and have the right thoughts, and behaviours, then we create trust.

Our values are shaped by our childhoods, our upbringing, what we read, the company we keep, the friends that we have, and the people who inspire us. Being very conscious about nurturing ourselves spiritually so that we have the right values is a very important aspect of leadership.

September 12, 2022 – Dubai, UAE – Pedersen & Partners, a leading international Executive Search and Leadership Consulting firm with 54 wholly owned offices in 50 countries, welcomes Shayma Ibrahim as a Principal in Dubai. She will be responsible for business development, Executive Search, and client management across the GCC region.

Shayma Ibrahim is a Principal at Pedersen & Partners, based in Dubai, UAE. Ms. Ibrahim has over a decade of Executive Search experience with a strong focus in the Natural Resources & Energy, Industrial, Supply Chain, Logistics & Transportation, Consumer, Government, Education & Non-Profit, and Family Groups sectors. She built her career at a major global retained Executive Search firm, where she partnered with senior executives in her specialist sectors across the GCC region. At the same time, Ms. Ibrahim established and led the first in-house customer experience department aimed at improving the client experience throughout the lifecycle of the mandate. Prior to her Executive Search career, Ms. Ibrahim gained consulting experience in the USA as an Outplacement Consultant and Certified Mediator, and worked in the Real Estate sector. In 2008, Ms. Ibrahim moved to the United Arab Emirates, where she first worked in Dubai and then in Abu Dhabi in the Information Technologies Security sector.

“We are committed to bringing our clients strategic and tactical advice through our expert teams, which provide deeply-rooted industry knowledge, diverse perspectives, and rigorous understanding of leadership team challenges in diverse and multicultural organisations. Shayma has built a reputation for superior client service through long-lasting relationships, and I look forward to working with her as we continue to grow our Global Practices and strengthen our holistic approach,” said Michael Al-Nassir, Partner in charge of developing Pedersen & Partners' presence in Middle East & Africa and the Head of Private Equity Practice APMEA at Pedersen & Partners.

“The GCC region offers an abundance of development opportunities for clients looking to strengthen their foothold and expand to other markets. I look forward to further building our capabilities across the region by helping our clients to bring on board talented leaders who will make a meaningful impact on their businesses. Pedersen & Partners’ collaborative style and client-centric approach to search execution is a perfect fit for my own commitment to delivering excellence via pragmatic solutions that drive bottom-line results. I am delighted to join this team, where I look forward to helping our clients build visionary leadership teams,” added Shayma Ibrahim, Principal at Pedersen & Partners.

Pedersen & Partners is a leading international Executive Search firm. We operate 54 wholly owned offices in 50 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives. More information about Pedersen & Partners is available at www.pedersenandpartners.com.

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Diana Danu, Marketing and Communications Manager at: diana.danu@pedersenandpartners.com

October 1, 2021 – Vienna, Austria – Pedersen & Partners, a leading international Executive Search company with 54 wholly owned offices in 50 countries, welcomes Michael Larsen as Client Partner in Vienna.

With an international career spanning 30+ years, Mr. Larsen brings a wealth of expertise in business processes, Executive Search, HR, and Leadership Advisory. Over the years, he has successfully developed strategic structures, processes, and people-first organisations, working for several corporate, matrixed organisations. He served for more than a decade in management roles in banking institutions, and subsequently started his 17-year search career with leadership roles in Denmark, Australia, South Africa and Austria. For the last 8 years of his tenure, Mr. Larsen managed business operations and completed numerous senior-level engagements for clients across a variety of business sectors: Industry, IT, Fashion, and Banking. Prior to joining Pedersen & Partners, Mr. Larsen worked in senior global HR functions in multinational companies listed on the German DAX and the Austrian ATX stock exchange.

“We are thrilled to welcome Michael to Pedersen & Partners and to further expand our leadership team building expertise across our Practice Groups, with a special focus on the Industrial & Consumer Practice. Michael brings a solid track record of delivery within Executive Search as well as a strong business acumen. We are on course for further growth throughout 2021, working with a wide spectrum of organisations to identify the best suited leadership globally,”  said Katharina Kaiser, Country Manager for Austria at Pedersen & Partners.

“I am excited to join the firm and I look forward to providing strategic leadership advice and detailed talent market analysis to global, regional, and local clients who value the robust service we are offering. Pedersen & Partners is continuing its growth momentum and I trust that my combination of business operations and executive recruitment expertise will help expand the Pedersen & Partners brand into an even greater array of markets,” added Michael Larsen, Client Partner at Pedersen & Partners.

Pedersen & Partners is a leading international Executive Search firm. We operate 54 wholly owned offices in 50 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives. More information about Pedersen & Partners is available at www.pedersenandpartners.com.

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Diana Danu, Marketing and Communications Manager at: diana.danu@pedersenandpartners.com

September 1, 2021 – Paris, France – Pedersen & Partners, a leading international Executive Search firm with 54 wholly owned offices in 50 countries, welcomes Hoody Lymon to its global team as a Principal.

Hoody Lymon has almost 15 years of Executive Search, talent acquisition, HR consulting, and organisational design experience, having successfully executed searches for C-level executives, GM, finance, sales and marketing, HR, engineering, and operations roles for private, public, and family-owned organisations. Prior to joining Pedersen & Partners, Mr. Lymon spent eight years with a leading European consumer sector recruitment specialist firm, in which he helped set up their global Retail Practice, and focused on C-level, GM, and Director roles in the Retail, Luxury, Lifestyle, and Food and Beverages industries covering the EMEA, APAC, LATAM, and Africa regions.

“At Pedersen & Partners, we strive to provide clients with in-depth global, regional, and local insight and the right leadership. Hoody is truly passionate about the Consumer & Retail sector, and has strong expertise in the continuous convergence between the Consumer and Tech sectors and the resulting industry transformation. His proven ability to build highly effective teams in leading industry companies will serve our clients well,” said Armelle Boulon, Client Partner, Industrial Practice, Country Manager for France at Pedersen & Partners.

“As the Consumer & Retail sector continues to reshape itself, organisations at the forefront of the industry are looking for multi-skilled executives who can effect change on many levels. I am excited to join Pedersen & Partners and build client leadership capabilities in a hypercompetitive digitally-driven and consumer-focused global marketplace,” added Hoody Lymon, Principal at Pedersen & Partners.

Pedersen & Partners is a leading international Executive Search firm. We operate 54 wholly owned offices in 50 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives. More information about Pedersen & Partners is available at www.pedersenandpartners.com.

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Diana Danu, Marketing and Communications Manager at: diana.danu@pedersenandpartners.com

March 5, 2021 – Bangkok, Thailand – Pedersen & Partners, a leading international Executive Search firm with 54 wholly owned offices in 50 countries, is pleased to announce that Charupat Sangwong has joined the firm in Thailand as Principal.

Charupat Sangwong has more than 15 years of professional experience, with postings in China and Thailand. Ms. Sangwong spent the first 10 years of her career working in Mainland China as a Business Analyst and Technical Product Trainer. Prior to joining Pedersen & Partners, Ms. Sangwong worked for a global search firm, based in Bangkok, where during her 5-year career in Executive Search, Ms. Sangwong partnered with local, regional, and multinational clients on senior leadership mandates across Technology, Professional Services, and Consumer & Retail.

“Charupat’s addition to our Asian team is an important step in our ongoing efforts to expand our strong presence in the APAC region. Her comprehensive knowledge of the local and international executive talent markets and her management consulting expertise will be an asset to our Bangkok team and will add significant value to Pedersen & Partners clients throughout the region,” stated Nisit Krutkaew, Client Partner and Country Manager for Thailand.

“I’m excited to join Pedersen & Partners’ global platform, and look forward to partnering with my colleagues across geographies, strengthening our presence in the region, and supporting our clients in transforming their leadership teams,” added Charupat Sangwong, Principal at Pedersen & Partners.