Hiring an executive is more than filling a leadership gap. It’s about placing the right individual at the helm of business strategy, culture, and performance. Yet, across Africa and globally, countless organizations make the mistake of hiring for profile over purpose.

At People & Partners Group, we’ve supported executive placements across sectors—from manufacturing and FMCG to real estate, HR, and non-profit organizations. Through those searches, a clear pattern has emerged: great executive matches go beyond experience and into alignment.

Here’s what we’ve learned from real executive placements that succeeded and from a few that almost didn’t.

1. Context Is Everything

In one of our recent placements, a fast-scaling FMCG company was seeking a Head of Sales. On paper, the top candidate came from a global competitor and had all the right numbers. But during the second round of interviews, it became clear they were used to highly structured, mature environments. The client, on the other hand, needed someone comfortable with ambiguity and local supply chain disruptions.

We helped them identify a different candidate—less flashy CV, but deeply familiar with West African markets and hands-on leadership. Six months in, sales are up 28%, and turnover is down.

Takeaway: The best match fits the moment your company is in.

2. Leadership Style > Technical Brilliance

We once supported a real estate firm looking for a new COO. The shortlist included a highly credentialed executive who excelled in process but struggled with team dynamics. The eventual hire wasn’t the most technically gifted, but they were emotionally intelligent, decisive, and knew how to build trust fast.

Within a quarter, internal alignment improved, deadlines were shortened, and departmental silos began to break down. That wasn’t just recruitment. That was a transformation.

Takeaway: Influence and adaptability are often more valuable than an elite CV.

3. Culture Fit Is Not Culture Copy

Great executive matches bring fresh energy and respect and elevate the existing culture. When we worked with a pan-African non-profit hiring a director of programs, we avoided the trap of choosing someone who merely fit in. Instead, we helped them select a leader who could challenge outdated practices while earning buy-in from the team.

That hire restructured operations, increased team retention by 40%, and secured new grant partnerships within nine months.

Takeaway: Great executives shape culture—they don’t just inherit it.

4. Alignment With Stakeholders

Executive hires affect the boardroom, the back office, and everyone in between. In a senior HR placement for a multinational manufacturer, we facilitated stakeholder alignment interviews with both the CFO and plant manager before finalizing the shortlist. That step uncovered key expectations that weren’t in the original job brief.

The final candidate addressed both leadership development and production floor morale, and is still with the company two years later.

Takeaway: Include internal voices in the hiring process, early and often.

5. Executive Matches Are Built, Not Just Found

Finally, the myth that a great executive is “discovered” and dropped into place doesn’t hold up. Strong matches happen when the recruitment process includes

• Deep briefing with leadership

• Market mapping beyond the obvious names

• Value-based interviews

• Post-placement coaching or onboarding support

At People & Partners Group, this is the standard we hold for every search—because high-stakes roles deserve a high-integrity process.