Riga Board Room Lunch 2024

Hosted by Pedersen & Partners, in partnership with the Stockholm School of Economics in Riga, this event offers a unique opportunity to gain inspiration and broaden your horizons.

Riga

 

Our distinguished executive Board Room Lunch speaker will address the topic of "The return of Geopolitics in Europe: Reshaping Baltic and European Markets in the shadow of the war in Ukraine"

  • How Baltic and European business are navigating the uncertainty caused by the war in Ukraine?
  • Has the new geopolitical situation affected attractiveness of the Baltic status for foreign direct investment?
  • How are companies circumventing trade relations with Russia and complying with sanctions?
  • How corruption in Ukraine causes additional risks and uncertainties?

Presenter

Dominik Gerber is Associate Professor at SSE Riga and a Research Associate at the Baltic International Centre of Economic Policy Studies (BICEPS). Previously he held doctoral and postdoctoral fellowships at the University of Geneva, as well as a research fellowship at the University of Rochester, NY. His research and teaching intersect public policy, economics, international relations, and political theory, with a special focus on corruption, welfare, and democracy. Besides his undergraduate- and EMBA-level courses at SSE Riga, Dominik is regularly taking on teaching responsibilities abroad, recently at the University of Geneva.

Join us for an intellectually stimulating two-hour session where you can temporarily step away from your daily operations and engage with charismatic speaker, gaining in-depth insights and meaningful connections with global business leaders.

Participation: This event is by invitation only.

Investment: There is no participation fee, but attendees are responsible for covering lunch costs, which amount to 50 EUR. Upon registration, you agree to settle these expenses at the conclusion of the event. A comprehensive menu, including options for dietary requirements, will be provided to registered participants prior to the event.

Event host: Evita Lune - Partner and Global Head of the FinTech Practice Group at Pedersen & Partners.

We value your time and expertise and hope to have the honour of hosting you at the event. Let's share knowledge, foster connections, and further our collective professional journeys.

Distressed funds forced to get creative to build out teams

Debt funds are seeking fresh talent to tackle the next wave of distress.

Ulrik Rasmussen - quote for React News, January 2024

 

The second half of 2023 was dominated by whispers of distressed debt funds gearing up for the next wave of trouble. As the real estate world begins to accept that the era of cheap debt is well and truly over, attention has turned to building out previously neglected distressed teams. Recruitment has been taking place up and down the corporate hierarchy, according to recruitment consultants. However, over a decade of cheap money and high valuations has meant that, at the junior to mid-level, there’s a real lack of talent. True, more than a few senior players remember the last crisis and the workouts that ensued. However, headhunters point out that in many cases, these senior players rarely get down in the weeds. Plus, all that experience comes at a price.

Discussions are still at an early stage, though they have picked up in the last six months, according to Ulrik Rasmussen, head of Pedersen & Partners’ global real estate practice. Given the speculation about rising distress, people are trying to be prepared, says Rasmussen: '2008 happened so fast, no one was prepared for it. This time, many of the key players are well-prepared for the market change.'

Hollowed out

The larger real estate players are understood to be looking to make specialist hires with corporate and banking skills. Given the workout of most legacy distressed debt, many teams have been hollowed out. Some of the teams at the top distressed investors have shrunk by up to 90%. This means that some firms will be looking to rebuild these teams.

However, very few people at the junior to mid-level have had to work out soured loans, which is posing problems for debt funds trying to build out their teams. One recruiter said: 'There’s a real lack of experience in servicing and workouts at the moment after so many years of cheaper debt. Therefore, funds are having to get more creative about where they hire from and are more open to people coming from different backgrounds, for example the big servicers.'

While some mid-level people did cut their teeth in the Southern European non-performing loan wave of the mid-2010s, debt funds are reportedly looking for people with German and Scandinavian language skills, rather than the Italian, Spanish, and Greek of the previous wave. Given that these markets were spared the biggest bloodbaths of the past 15 years, this has made workout experts with language skills a hot commodity. The German residential construction sector, as well as offices, will be one to watch given some developers are running on squeezed margins.

However, hiring is difficult in a time of layoffs and hiring freezes. This means that recruiters are getting increasingly creative about reallocating people within firms. In many cases, recruiters have told React News that a lot of firms are looking to hire people who are more versatile and can be reallocated when markets change again.

High-profile moves in 2023

React News has been keeping an eye on some of the high-profile moves to distressed debt funds. For example, Alvarez and Marsal hired Florian Nowotny and William Clark ahead of the expected uptick in distressed activity. In the US, former Blackstone grandee Chad Pike launched Mankora, a vehicle that aims to target capital dislocation through credit deals, special situations, and private equity real estate outlays. Back in the UK, Homes England is advertising a role for a senior manager to handle its distressed investments.

The buyside isn’t the only place hiring; advisory firms are also keen to bolster their teams so they can better serve their clients, say recruiters. However, the dearth of real estate restructuring on offer over the past few years, particularly outside of the Southern European and retail markets, has made it difficult to hire at the junior to mid-level. As on the buyside, senior hires with experience working out tricky situations are hard to come by and command a premium. Over in Germany, brokerage firm NAI Apollo hired NPL veteran Klaus Schumacher as an adviser for its corporate services. He was hired to set up a 'special situation platform for NPL and distressed real estate services.'

Challenges in International Business Expansion: People, Leadership, and Organizational Dynamics

By Sabit Tapan, Partner, Global Key Account Development at Pedersen & Partners and Emin Birsel, Senior Executive and Board Member - International Markets.

Sabit Tapan in conversation with Emin Birsel - part III

Sabit: Emin, thank you very much for taking the time to talk again and share your experience in international markets. In the earlier sessions, first we talked about companies making go/no-go decisions to expand to international markets, and later we talked about go-to-market practices. This process brings us to the next level, which is about people. So, what are the critical people-related aspects of international expansion and how can companies increase their chance of success with the right strategies and people?

Emin: Well, it's good to be back and talk with you again. In our earlier discussions, we highlighted the strategic approach and opportunities international expansion presents. Managing the human side of this process is among the most critical factors for success. Let's begin by examining the role of the company board, particularly its composition and responsibilities.

Sabit: Indeed, the board plays a vital role. What specific role should it play in international expansion, and how can it contribute to the success of such endeavors?

Emin: Obviously, company boards are crucial and play a pivotal role in the decision-making and oversight of a company's international expansion efforts. The composition and responsibilities of the board can vary depending on company size, industry, and specific expansion goals, contributing greatly to its success. And that starts with the composition of the board which must be aligned with the objectives of international growth. A diverse board in terms of skills, backgrounds, and perspectives can provide valuable insights and expertise for international expansion. It can be beneficial to have board members with experience in international business operations. They can offer valuable guidance and insights. The responsibilities of the board can be explicitly directed towards the setting of the particular strategy and providing oversight for the implementation of international expansion. This includes evaluating potential markets, assessing risks, and approving major decisions related to this expansion. Boards should also assess and manage the risks associated with the expansion, such as political, economic, legal, and cultural factors.

On the other hand, the board monitors the financial performance of international expansion and ensures that appropriate financial controls are in place. The board also ensures that the company complies with all relevant laws and regulations of the home country as well as the target market. It is crucial to have a board that understands these levers and variables. Hence, a board often serves as a source of expertise and advice for the company's management team and the CEO. They can provide insights, contacts, and guidance based on their collective experience.

Board members often bring valuable networks and relationships, and they should be chosen according to that into the board as well. This can include industry contacts, government connections, business partners, and connections in the target and international markets. And, finally, the board should be regularly updated about international expansion and should periodically evaluate the effectiveness of the international strategy. The organization and the fit of the organization to those objectives require necessary adjustments as you go along. So, it's very important to note again that the composition and the responsibilities of the board concerning the international expansion strategy of the company.

Sabit: Do you observe boards increasing the number of seats at the board, or utilizing advisors to the Chairman/Board during international expansion? Also, how does the board support the organization during the strains often associated with going international?

Emin: Let me start with the first question. How should the composition and the board evolve or change? Going back to our first discussion, the company needs first to assess its readiness for international expansion.

Within the assessment of readiness, I think it is the responsibility of the board to ensure that the company can start this initiative. And that decision must come with some preparation. This starts some time before that strategic move is kicked-off. The board is built with people who are open to that vision, and who can put that vision in front of them. So, if a company has done that due diligence work, they will be coming to the table with a board that prepares the CEO of the organization to that end which may or may not include increasing the number of board members. However, I have seen domestic companies that have included foreign nationals or people with international work experience on their boards, which prepares the organization and the company culture. There is no switch on or switch off in an international board. It's a long process.

The second question, about staying with the course of that journey; this is quite correct because this journey can be a long one. And the expansion is not a one-time event. You may choose to go to one market and then go-on to other markets. Ultimately, the execution of the strategy is done by the CEO and the leadership team of the company. However, the board must make sure that they are updated and informed regularly. They should ensure that key milestones are met, challenges are overcome, and financial performance is achieved. So, the board should provide the constancy of purpose and vision to the CEO and must stand behind that journey. Those stakeholders must be well aligned. But I think the board would be a very strong force behind the CEO and management team to stay the course.

Sabit: Exactly. Now, transitioning to the executive level, what is the role of executive leadership, and what skills are crucial for leading successful international expansion? Considering that sometimes the executives convince the board to go international, and in other times the board decides and then dictates to go international. What is the role of the executive leadership, and the critical skills and capabilities needed to lead a successful international expansion initiative?

Emin: The vision and the push for strategic expansion can come from the board, but also from the CEO and management team who see opportunities in the foreign markets, who see how to the leverage them. Hence it would be their role to bring those topics to the board’s attention to continue the growth and prosperity of the company. Regardless of how that has happened, the CEO and the leadership team ultimately lead the operations and the journey of this expansion. And certainly, there are additional sets of skills and a different playbook to win in this journey. And maybe I can name a few skills, or capabilities that this new expansion would require.

So obviously, managing a diverse and international team is a new and exciting challenge for many leaders. Leaders must understand and adapt to the cultural nuances and practices of the new market. This includes communication styles, decision-making, and work norms while ensuring that the company's values and mission are effectively communicated and embraced by all the international locations.

A very important topic is about building trust. Building trust is crucial for effective leadership, and this will require extra effort in an international context. Naturally, managing teams across different time zones, and different geographical locations requires effective remote communication, coordination, and trust-building.

Another critical point is deciding on how much decision-making authority should be centralized at the headquarters and how much the CEO gives away. Those roles, responsibilities, and performance expectations must be clearly defined. This is a lot more important in an international setting, especially when working across different languages, cultural barriers, etc.

To address these challenges, companies should consider appointing leaders with international experience and cultural sensitivity. And should invest in leadership development programs that specifically address those global leadership skills.

Sabit: Indeed, effective leadership is essential. Shifting to organizational aspects, how should companies handle mindset changes and structural adjustments during international expansion?

Emin: Adapting the organisational structure to international demands presents challenges but also growth opportunities.

Establishing systems for knowledge sharing, effective communication, and adherence to company values across diverse locations is crucial. Remaining flexible, responsive, and regularly evaluating and adjusting organizational strategies are key to success. The organization can also be significantly impacted, and with the right decisions, it can create a hugely positive momentum for success in the market.

The company's technological infrastructure should help the organization to make that transition along the journey. For the organization, ensuring effective communication becomes critical between the international offices, subsidiaries, and the central office. In my experience over the years, I've seen that so many of the problems are related to communication and making sure that the organization across different geographies understands practically the same thing from what has been said and the vision of the company.

It is also a critical task for the organization that all employees, regardless of location, understand and adhere to the company policies and values. That is an important binder for the company. Fostering a company culture that embraces diversity and inclusion helps that process very much. It is crucial to remain flexible and responsive to the unique challenges that may arise during the expansion process. 

Regular evaluation and adjustment to the organizational strategies will also be crucial for success. Those decisions can certainly be made along with the new talent and new organizations that have joined the now-expanded organization. Of course, I think the next area would be to talk a little bit about talent, which will make sure that success is achieved.

Sabit: Yes. You've mentioned that going international can create immense opportunities for some internal talent who can flourish with that opportunity. Yet, companies can also acquire new talent from the market. So, what is the balance? How can companies create and utilize these opportunities to develop talent and hire new talent during an international expansion journey?

Emin: Retaining top talent is crucial while identifying and developing local leaders is equally important. Companies should invest in recruitment, retention, talent development and cross-cultural training programs. Recognizing the potential tension areas within the organization and ensuring a supportive and inclusive work environment is key.

Mergers, acquisitions, or international expansions can create anxiety within the organization. However, it is the lifeblood of the company to make sure that the right talent, and critical employees, stay with the company, and they see a future within the organization. So, this is the critical way for organizations to survive and prosper in the medium and long term.

Retaining top talent in competitive markets is critical. But also identifying and attracting skilled local talent can be a challenge, yet a hugely rewarding experience. If the company is new in a market, that can be a higher challenge. However, my experience is that international companies usually have greater opportunities for employees than domestic companies.

Ensuring that the policies and practices are inclusive for all employees, regardless of nationality and cultural background is quite critical. Recognizing and addressing cultural issues in work-life balance, expectations, and practices have become more and more important for a lot of the younger generation of employees. It is also desirable to identify and develop local leaders who can effectively manage teams and navigate the local business environment.

So, while many companies will find a balance between transferring employees from their home market, organizations must also develop talent from outside the organization. Hence, future leadership roles should be open for new and existing talent in a newly acquired environment.

Sabit: This is a sensitive situation because we see many companies initially start expatriating their nationals to the target markets to have confidence in controls. Then after a while, companies eventually start adding local leadership talent or replacing expatriates with locals in those markets or geographies. Is that a general trend in how this can be most efficiently managed? Try and learn from mistakes; or benchmarking and analysing the potential in the market and then making decisions. Do you have solutions to this issue?

Emin: Transitioning from expatriates to local talent requires readiness assessment, preparation and transition management. Companies must assess if there's sufficient talent with the required competencies internally to fill positions and plan for growth opportunities. It's a phased approach that requires careful consideration.

The model that you described is very commonly used, and there are very positive sides to it. But I want to address several issues there. Usually, the model is to expatriate some employees, usually leaders, to the new organization.

And this can be not only for top management but also for critical functions such as finance and marketing. This brings numerous benefits. First, those people know the mother company. They bring the vision and the values of that company. Secondly, they also know the business. The third one, they would be huge assets for effective communication between the new market and the home market.

Now on the flip side, who is expatriated is an important issue. As we said before, this requires readiness on behalf of the company because the moment that international expansion is done and that expatriation must be done, you start asking yourself: Is my talent ready to make that move? Do they speak the language? Have international experience? Can they survive? Can they live not alone but also with their families in a foreign environment?

So, some companies with enough preparation ahead of time find those resources within themselves. And of course, the other growth opportunities once those expatriated talent leave. Is there enough talent in the company to fill their positions? So, coming back to the readiness of the company. I think those are some important questions to ask for.

During that journey, one of the roles of the expatriate teams has to be developing the local talent. This local talent should be ready to take over leadership at one point in time. And note that expatriation in a company ideally should be able to work both ways. I have seen examples where during the international expansion, talent from other markets move to the domestic market. They do assignments for an extended period of time. They return to that market or go to another market, and then they become a international corporate citizen. And that I think is critical. However internal talent is not the only resource available to the companies. During that journey, you must use external experts and consultants as well.

Sabit: Finally, the role of experts and consultants in international expansion, particularly in addressing people and organizational issues. How can they support companies in this complex journey? I served one-third of my career internationally and two-thirds helping companies to go international. I've seen many times shareholders, boards, and executives seek help and guidance when it comes to going international.

Emin: Likewise, across my career, I have seen a lot of external support, experts, and consultants playing vital roles in supporting businesses on the international expansion journey. External support in the form of cultural training, leadership programs, conflict resolution, employee engagement surveys, and performance management system design are invaluable. Experts help bridge gaps, offering insights and strategies to navigate the intricate landscape of international expansion. I want to give some examples that are relevant to our conversation today.

One of the things that I've seen effectively done is providing cultural training and workshops to help employees adapt to new work environments, to communicate and interact effectively with colleagues from different cultural backgrounds. I've seen a lot of external support offering leadership training programs to help managers develop the skills needed to lead diverse organizations and international teams. A skill set that was not necessarily relevant to them before.

Developing and implementing strategies to communicate effectively, to resolve conflicts and to facilitate the transition for employees is also very important. So, I've seen agencies and consultants helping conduct assessments with an external eye helping the company to improve the integration, to improve employee engagement, satisfaction, and morale during the expansion process. And maybe one last point on people-related topics is designing effective performance management systems and processes. In short, I think that by leveraging the expertise of the company internally, of its board, and of external experts and consultants, companies can navigate this complex international business landscape. There are a lot of success stories out there with companies who have done it well.

Sabit: Thank you, Emin. Our discussions provide valuable insights into the multifaceted aspects of international expansion, from the go-no-go route to market to the people and organizational issues. So perhaps in the next session, we can talk about what it feels like when you are there. How to continue the momentum of being new in a foreign market and at the same time keeping up with the domestic market challenges, then how to expand from the first market to the next one, to the region and globally. In our next session, let's explore the dynamics of sustaining momentum and expanding further in the target markets.

Emin: Agree. Thank you too, Sabit!

“Management is not leadership,” Gary Williams, CEO of Pedersen & Partners, to BW Businessworld

In the past, people often confused strong management with strong leadership. Leadership is leading from the front and setting an example, says the global Chief Executive Officer of Pedersen & Partners in this interaction with BW Businessworld’s Noor Fathima Warsia

Interview – Gary Williams BW Businessworld

You are a global CEO based in Asia. What are some of the challenges you face due to this?

When I moved to Asia two decades ago, it laid a good foundation for me to be much more culturally, professionally and personally available. The lessons I’ve learned over the past 20 years have prepared me to embrace this global role. As we know, once you get into this emerging market, every country has its own culture and way of doing business.

It’s not only in Asia, but it’s the same in eastern Europe, where we are in other emerging markets. Being a global CEO from Asia based in Bangkok has challenges and opportunities as well. It gives us a chance to bring people together internationally and not just from a headquarters standpoint. In a way, it compels everyone to work internationally and more closely together. Time zones have proven to be the most difficult challenge though. There are long days but also rewarding days at different times throughout the world.

In your role, you are required to observe leaders and leadership trends. What qualities define leadership today?

In the past, people often confused strong management with strong leadership. Before the pandemic, typically everyone worked in the offices or on-site, and management was overseeing the work. You had people controlling and directing staff. 

When the crisis struck, a different approach, one of leadership rather than management, was required. Leadership is leading from the front and setting an example. Leadership is letting go and giving people their freedom, empowering them and also holding them accountable. With freedom comes accountability but leadership transformed external management and the top-down approach to directing and a more frontal leadership, guiding individuals.

Everything has a hybrid version now but will the pandemic-related trends come to pass as we return to normalcy?

Normalcy means different things to different people. Everyone has an opinion about working in an office versus working remotely. I think there is no single right answer but I do not think that we will go back to working full time from offices. There will be a hybrid approach.

Particularly in emerging markets, some companies are saying productivity increases because people are not commuting two hours each way to work every day. The way people lead teams will also continue evolving and when you look at the working environment, people have tasted freedom, empowerment and flexibility. Leaders are going to need to try all that. It’s no longer black and white. It needs to be a system that works best for each organisation, depending on the businesses, corporate culture, and diversity of the teams.

Any comments regarding recent changes in hiring and how you see it evolving?

Everyone has met face-to-face in the last few years, and the level of engagement and trust increased immediately. Then it became virtual and people adapted to it. The pre-pandemic resolutions revolved around who was the best candidate, the best manager for the business. Now, it’s about who is the right candidate given our business and external marketplace, and that companies need leaders who can really are doing the job rather than just managing.

Leadership profile has changed, and that is why we are not discussing the best but the right candidate. It’s everything from values to behaviours to emotional quotient and intelligence quotient. When our clients look for leaders, they are not looking for the yesteryear metrics like industry experience anymore. The pandemic accelerated transformations and as a result, they are looking for something new.

But does this apply to everyone? Sometimes we find people reverting to the pre-pandemic ways…

Not everyone has changed and that is the reality. Traditional managers or leaders are still leaders on an  operational level, which is going to continue. But, even in that, companies need leaders who can take complete charge, with the entire organisation, function or department following them. This will lead to change because, in my opinion, the traditional manager will not be effective going ahead. Leadership will need to be agile, should have adaptability, speed, and should be dynamic.

What does Pedersen & Partners bring to the table given the company is more global and not market rooted?

We have a unique value proposition. Our global competitors work office by office but we work as one global team. Historically, and even now, others tend to operate like individual sports teams but we are more aligned as a team sport. Our resources and our offices are focused on emerging markets. We know how they operate because we have the teams on the ground. Our approach is to bring the best team that has geographic expertise, industry expertise, and domain expertise. This is the best way because when we partner with our clients, it’s because of the value and quality that we can bring to them, and as a team, we feel we do it better than anyone else in the market.

What will be some of the areas of importance for Pedersen and Partners?

Emerging markets will continue to be an area we will invest in. To truly bring that expertise to the table, we need to keep expanding the local teams with on-ground experience. From the perspective of our service offerings, we also need to keep developing leadership consulting practices and board service practices that will complement our search practice.

There are tremendous opportunities in India. We as a firm are committed to India and we see growth both in terms of capabilities and market. The sky is the limit. Resilience is something that we all need to keep at the top of our minds in emerging or mature markets. Because, as we have seen, it has been one crisis after another, and you know how important resilience, agility, perseverance and commitment are.

For our team in India, we always tell them we are in it to win it. We value each client relationship and all the candidate relationships we have as well. Everything is built on trust and respect, which are our top priorities. Let us, therefore, provide the market with the quality and behaviours that customers expect.

Any advice you would like to offer leaders or aspirants who are considering recruitment consulting?

Executive search is a great career. I have spent most of my career in consulting, whether management consulting or executive search. I will say to younger folks who decide to get into executive search that you can make the most of it. You can learn about different types of industries, and businesses and you will be able to enhance people skills. You will be involved in an industry that is evolving as well. For younger people, this career offers flexibility, learning and international experiences as well.

Pedersen & Partners Announces Partnership with the Advisory Board Centre

Pedersen & Partners is a leading global Executive Search, Leadership Consulting and Board Services firm, focused on finding key talent for our clients across Europe, Asia, Africa, the Middle East, and the Americas. By listening more closely to our clients, we seek to bring a differential perspective to each engagement, and this is underpinned by our values of Trust, Relationship and Professionalism. We go “beyond the obvious” and aim consistently to deliver value-creating outcomes.

Our Global Board Services Practice Group has a strong presence in local markets, an in-depth understanding of governance issues and trends, and an international network of experienced Consultants. We understand the need to create a meaningful balance between best practices, company cultures, and local governance requirements, as we serve clients across the private, public, not-for-profit, and NGO sectors in making key Board appointments and delivering against critical Board advisory mandates.

Pedersen & Partners advises organisations in the following areas:

Board Advisory:

  • Board & CEO Succession Planning 
  • Advisory Board Consulting & Planning

Board Appointments:

  • Chair, Chair of Committee & Non-Executive Director Appointments
  • CEO and Executive Director Appointment Process Definition & Execution
  • CEO and Executive Director Succession Planning
  • Advisory Board Chair and Member/Advisor Appointments

This partnership recognises our commitment to best practices and ethics in the Advisory Board sector. In addition to our highly effective and trusted Board Services, as we continue to build out our Advisory Board service across our extensive global footprint, stakeholders can be assured of our market-leading commitment to raising the standard of the Advisory Board sector globally. 

About the Advisory Board Centre

As the leading professional body for the advisory sector, the Advisory Board Centre works collectively with their members to raise the standard of the global advisory sector – driving value for professionals and the organisations they serve.

Authenticity is the anchor in the work the Advisory Board Centre does. From supporting the global advisory sector with a principles-led best practices foundation and certification, to the joy that comes from sharing knowledge with others – their actions and words are congruent with their beliefs and values.

Mark Paviour

“With over 22 years of ‘on-the-ground’ presence in emerging and developed markets, Pedersen & Partners has grown together with our clients, and we aim to deliver value and impact for our partners. We are delighted to launch this partnership with the Advisory Board Centre to address our clients’ increasing need to strengthen and complement their corporate governance structures with agile and ‘fit-for-purpose’ Advisory Boards, allowing them to advance their strategic objectives.” Mark Paviour, Global Head of the Board Services Practice at Pedersen & Partners.

Andrew Thomson

“In the increasingly complex governance environment being faced by corporates, high-growth companies and disruptive challengers, Advisory Boards can help to manage risk and/or maximise opportunity. The Advisory Board Centre promotes best practices in their set-up and application and therefore, is an ideal partner for our firm”, adds Andrew Thomson, a Certified Advisory Board Chair and member of Pedersen & Partners’ Global Board Services Practice.

As the corporate agenda develops and volatility becomes a constant feature of the business landscape, advisory boards present a practical and effective way for organisations to confidently make decisions and chart a course forward.

Udo Doring

“Pedersen & Partners is a future-focused partner with which the Advisory Board Centre are thrilled to be aligned. Their demonstrated commitment to best practices and ethical engagement in the advisory board sector is a meaningful point of difference, representing an enduring benefit for their clients and stakeholders. With an active footprint in over 50 markets worldwide, we are excited to work with Pedersen & Partners in supporting their rapidly growing Advisory Board Practice,” remarked Udo Doring, Chair and Director of the Advisory Board Centre.

Board Services

Board Services

At Pedersen & Partners, we believe the overriding purpose of good corporate governance is to enable effective, entrepreneurial, and prudent management that can deliver the long-term success of a company. 
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