Prescription for Success: Executive Search for a Shared Services Leader

>The Background 

Healing Business Operations 

A global leader in healthcare and life sciences sought a transformational leader to head its Shared Business Services division. The role required an executive with fifteen to twenty years of experience managing more than five hundred employees across multiple functions including customer excellence, sales enablement, supply chain, and business analytics. 

>The Challenge 

Diagnosing the Need 

Our firm was retained to conduct an executive search for this critical position. The mandate came with several complexities. The role required a rare combination of P&L ownership experience and ability to transform service delivery models. We needed to find candidates with a deep understanding of both scientific domains and shared services operations. 

The client sought a leader who could navigate a complex global matrix structure. The position demanded strong stakeholder management across three business sectors (healthcare, life science, and performance materials). 

>The Solution 

The Right Treatment 

To address the client’s specific mandate, we approached the search strategically. We targeted our search by focusing on candidates leading teams of more than five hundred professionals in life sciences and healthcare firms, prioritizing P&L owners with global matrix experience. 

We conducted thorough assessments, evaluating operational transformation capabilities, stakeholder management skills, and cross-functional references. We presented a diverse slate with forty percent gender-diverse candidates who possessed scientific expertise and service delivery leadership. 

>The Results 

Healthy Outcomes 

Our search process delivered exceptional results for the client. We identified and placed an exceptional leader who had twenty-seven years of experience in life sciences with P&L responsibility. The successful candidate had previously transformed clinical research operations and demonstrated the ability to navigate complex reporting relationships. 

Within the first ninety days, the new hire initiated service delivery optimization projects, strengthened talent development programs, and improved cross-functional collaboration with the business units.