Ready to break free from traditional employment and embrace a dynamic portfolio career? Today’s business landscape demands agility and specialised expertise. Discover how to leverage your skills across diverse, high-impact projects, gaining unprecedented flexibility and autonomy. Forget “holding the fort” – modern interims are strategic leaders, driving change and delivering results in times of transformation. In this free one-hour masterclass, Victoria McLean, award-winning careers expert and CEO of City CV, provides a blueprint for transitioning into the high-demand world of interim management, consultancy, and non-executive advisory roles.
As a former Goldman Sachs and Merrill Lynch recruiter, she has helped thousands of executives and professionals successfully navigate the interim career market. She currently sits on the board of the Hanover Executive Search Group and is also a Non-Exec Board Advisor. In this session, you will learn how to create a concrete roadmap to transform your professional profile, focusing on:
Join us and take the first step towards a rewarding portfolio career.
Juliet Taylor, CEO at Starfish Search
What does it really take to lead organisations in 2025? The question has been in my mind for a while, prompted partly by the state of flux we continue to find ourselves in. I’ve also been speaking for many months now to chief executives about the challenges they’re facing and their personal and professional struggles as they try to forge a path forward. Some are more open than others, yet their comments can still make me stop in my tracks.
Overwhelmingly, they are feeling that their experience in leadership roles is changing profoundly. While this is not always felt to be negative, the times we are in are clearly testing leaders everywhere. Many have told me this year that they do not feel, for example, as confident or as supported in their roles as they used to. Most are fatigued to some degree. Others feel that the rules of the game are changing, and that there will simply never be an end to their change programmes – when, they ask, is the right moment for me to move on?
Each thought it was just them. It was not. They have all been describing the same experience, just in different words, and it strikes me that these are not the exception – they’re now the rule. These are great leaders. They are talented, strong and experienced people. So, why is their experience changing and what does that mean for their successors? What does it take to lead well in today’s world?
We are only really starting to build a picture of what it is to be a ‘modern’ leader. In my world, the evidence is either anecdotal or accumulated over a number of different leadership recruitments we have been asked to handle.
What we also know is that, at the same time, more and more people who aren’t leaders themselves don’t think there are enough good leaders around. More people, it seems, leave jobs because they couldn’t see eye to eye with the boss; staff can be idealistic and have a pretty jaded view of the quality of leadership around them; they may now also be more outspoken about leaders they don’t respect. There is very little margin for error.
We already knew that there was not as much trust in leadership of our national institutions as there once was. Yet it is also harder for organisational leaders to feel that they are winning in the face of the constant challenges they are presented with. There are also complications for our most experienced and capable leaders in their ability to evolve their own approach fast enough, to impart their wisdom to others and to develop themselves to meet shifting expectations and perceptions.
The demands of the role are changing and it’s a rare individual who can adapt immediately, without needing time to review and reflect. For most, leadership is an ever-changing craft that requires regular shifts in thinking and interpretation of the world around us.
There are major factors still impacting on the environment we are leading in – a darkening political picture, ongoing economic instability and cash pressures, rising competition, risk averse boards and ever-changing stakeholders – it’s not hard to understand why leaders can feel isolated. We could argue, perhaps, that this is just not a golden time to be a chief executive, since leading anything in all of this noise demands constant pace, energy and rapid response. And having a vision that doesn’t connect with the reality of the situation, and an external environment that knocks ideas back can be seriously demoralising.
Disheartened? Don’t be. There is something else I have noticed over the last 12 months and that is the sharp divide between leaders who have told me they have totally disengaged with the world picture, and leaders who are up for doing what they can within their own sphere of influence to change things for the better.
In the work we do every day, a lot of which is for purpose-oriented organisations, it seems that the increased polarisation in society – or at least that the media is telling us about – is causing candidates to sign up to one side or another. There are enough leaders, it seems, who are motivated to build a bright future, and they are thinking, behaving and prioritising in particular ways.
So, with all that in mind, this is what I believe are probably the 10 characteristics of leaders who are successful and thriving right now:
1. Highly principled – they know themselves, accept who they are and are honest about their own red lines
2. They can run organisations as ‘work in progress’ – things are rarely completed these days and this can raise personal questions for them about when enough has been achieved to feel ok about moving on to their next role
3. Artful problem solvers, mainly because they are now solving a much broader range of problems far more frequently
4. Many are visionary and focused on setting a clear culture and values, as well as boundaries in which teams can develop and make mistakes in relative safety
5. They have a powerful sense of direction and use their own vision and passion to depict the end destination for their teams
6. Because of the above, and because they are personally flexible, they can course-correct quickly when they need to
7. They seem to manage and make decisions on half-information rather than the full picture
8. They are relentless in their pursuit of the right people for their teams – they may hire people and develop them, but they don’t appoint if the right candidate isn’t in front of them
9. They use their emotional intelligence to build bridges and carry influence
10. A combination of energy, perspective and resilience, in that they are able to believe in what they are doing, learn fast, accept failure and move on – their resilience comes from a core belief in what they are there to do: all those leaders who shared their experiences of constant challenge and diminishing home life said that this has kept them going.
Accepting the realities of life as a leader in 2025 is essential – both for leaders themselves, and for those around them. CEO burnout is a risk at the moment and boards have a role to play in valuing and supporting their leaders, to protect the individual and the organisation. So, too, do CEOs themselves. Talking to peers and having both social and professional places to go to share experience is important; in fact it is probably undervalued.
I have been struck, this year, by how many good leaders do not seem to realise how good they are; but I have also been struck by how few people in these roles feel able to share their own experience of the pressures they are facing with their peers when in fact there is huge commonality.
Simply keeping an organisation going now requires far more energy, effort and skill than it used to, regardless of relentless waves of change, transformation and development. We need to acknowledge the higher levels of accountability and exposure that CEOs in 2025 are prepared to hold in order to progress their organisation’s mission. I am fortunate enough to know many brilliant leaders, and to have a vantage point where I can sometimes see across their collective experience. This community deserves to be respected and celebrated far more, and by everyone around them.
At Starfish Search, we believe in the transformative power of skilled and principled individuals to shape successful organisations. We are therefore delighted to announce the promotion of four exceptional colleagues, each of whom exemplifies our values of integrity, professionalism, and inclusive leadership. These promotions are more than personal milestones; they are reflective of our collective commitment to excellence and the development of high calibre professionals who contribute meaningfully across our business.
Luke has demonstrated remarkable dedication within our finance function. Through his unwavering focus on cash collection and his disciplined approach to operational management, he has supported both our internal procedures and our wider business objectives. His continued commitment to studying for his ACCA qualification outside regular working hours is a testament to his professionalism and ambition. We congratulate Luke on this well deserved promotion.
Chris has been a consistently reliable presence for his colleagues and clients alike. With positivity and a proactive mindset, he supports collaborators in navigating complex tasks with precision and care. His attention to detail and willingness to guide others speak to his readiness to step into the role of Consultant. We are pleased to recognise his contributions and see him flourish in this new capacity.
El’s promotion is richly deserved. Possessing a nuanced understanding of executive search as a discipline, El brings versatility, talent, and a valued perspective to our operations. The positive feedback they have received from clients underscores the impact of their work. El’s elevation to Principal Consultant will serve to inspire others and set new standards of performance across our practice.
Lorraine has distinguished herself both as a commercial leader and a steadfast supporter of her colleagues. Known internally as the “LG Interim Queen,” she approaches her role with energy, strategic insight, and genuine encouragement. Her elevation to Partner will strengthen our search capabilities, deepen our market presence, and send a clear message about our ambition. We commend Lorraine on this significant achievement.
These promotions reflect not only the individual accomplishments of Luke, Chris, El, and Lorraine but also our shared pursuit of excellence. They demonstrate how our culture of collaboration, skill development, and servant leadership continues to propel Starfish Search forward. Please join us in extending warm congratulations to our newly promoted colleagues. We take immense pride in their success and look forward to seeing how each will shape our future.
Starfish Search recently partnered with the Public Services People Managers Association (PPMA) to deliver a timely and thought-provoking webinar: “Navigating Recruitment in the AI Age.” Our own Sunita Patel was joined by Jason Makepeace from GovCats to explore how artificial intelligence is already reshaping recruitment, leadership, and workforce planning across the public sector. If you missed the session, the full webinar is available to watch here.
1. AI’s Practical Impact vs. Overhyped Myths
AI is beginning to bring practical value to recruitment—but not without caveats. The panel highlighted how many AI tools in use today can help streamline recruitment processes, yet the broader narrative is often clouded by hype. It’s crucial to separate inflated promises from the actual, grounded use cases where AI is delivering results. As the discussion made clear, success with AI relies not only on the tools themselves but also on the quality of the underlying data, the ethical framework they operate within, and the culture of the organisations adopting them.
2. Targeted Use Cases for AI
There are several specific areas where AI is showing clear benefits in recruitment. Tools that automate CV screening are proving effective in high-volume situations, allowing teams to identify relevant candidates more quickly. Similarly, talent-matching algorithms are improving sourcing by better aligning candidate skills with role requirements. Looking ahead, the panel discussed the potential of AI to drive blind screening processes that reduce unconscious bias and to support candidate engagement through early-stage chatbot interactions, though these applications still require careful development and oversight.
3. Risks Around Bias and Fairness
One of the central concerns surrounding AI in recruitment is the risk of embedding or amplifying existing biases. While these technologies offer efficiency, they can also replicate systemic inequities if not properly managed. The panel stressed the importance of maintaining human oversight throughout the recruitment process. AI should assist, not replace, the judgement of skilled recruiters who are able to sense-check outcomes, interrogate recommendations, and ensure fairness remains a constant priority.
4. AI Transparency and Trust
Trust in AI begins with transparency. Candidates and hiring managers alike need to understand how AI is being used in decision-making and be assured that it is operating within ethical boundaries. The speakers emphasised the importance of communicating clearly about AI’s role in recruitment processes. Organisations must be able to demonstrate how decisions are made and maintain auditable trails to support accountability and build confidence among stakeholders.
5. Upskilling Recruitment Teams
Adopting AI tools successfully requires recruitment teams to build new skills and knowledge. Data literacy is becoming a core competency, allowing recruiters to critically assess AI outputs and understand their limitations. The panel discussed how legal and ethical awareness must also be part of ongoing team development. Training and practical frameworks are essential to support responsible use and to embed AI in a way that enhances rather than undermines the quality of recruitment.
6. Strategic and Incremental Adoption
Rather than implementing AI at scale all at once, the speakers recommended a phased approach. Organisations should begin with small-scale pilots, test real use cases, and scale up gradually based on what works. AI is most valuable when integrated into broader improvements in recruitment strategy and process design. It should not be viewed as a plug-and-play solution, but as one part of a more thoughtful and sustainable transformation effort.
7. Leadership and Cultural Readiness
AI adoption is not simply a technical challenge—it’s a leadership and cultural one. Without buy-in from senior leaders, AI strategies will lack clarity and impact. The panel underlined that leadership must set the tone, provide clear governance, and ensure AI use aligns with organisational values. Only when there is shared understanding and confidence in the technology can AI be used in ways that are ethical, effective, and empowering.
At Starfish Search, we are committed to embracing innovation that supports better outcomes for our clients and candidates. This webinar reinforces our belief that the future of recruitment is both digital and human. AI has the power to increase efficiency and improve decision-making, but only when applied thoughtfully and transparently. We will continue to integrate smart tools into our practice where they add value—always with the oversight of experienced consultants who understand the importance of trust, fairness, and human judgement.
Next Steps & Resources
To watch the full webinar, click here. Stay informed about future webinars and insights by visiting the News & Events section of starfishsearch.com and following us on LinkedIn.
If you’re exploring how AI might support your recruitment strategy, our team would be happy to advise. Contact us to start the conversation about future-ready talent solutions.
We are incredibly proud to share that Lorraine Payne, Partner at Starfish Search, has once again been recognised by the Institute of Interim Management (IIM) as one of the UK’s top interim consultants, securing a place in the Top 10 for 2025.
This honour, based entirely on feedback from interim managers themselves, celebrates the individual consultants who go beyond the brief — those who listen carefully, understand deeply, and deliver consistently for the interims and organisations they support.
Each year, the IIM highlights not only the top interim service providers, but also the standout individuals within them. These professionals are recognised not just for their market expertise, but for the human qualities they bring to their work: trust, understanding, and an unwavering commitment to doing the right thing.
Lorraine’s inclusion in this year’s Top 10 is no surprise to those who have worked with her. Whether supporting a senior interim through a complex assignment or guiding a client through a period of strategic change, Lorraine combines sector knowledge with a sharp eye for leadership potential and a sincere commitment to people.
Those who voted for Lorraine cited her insight, empathy, and tireless support as key reasons for their nomination — a reflection of the consistent quality she brings to every conversation and placement. In a sector built on trust and pace, Lorraine stands out as someone who brings both clarity and calm.
As one interim shared in the survey, consultants like Lorraine “don’t just place people — they build partnerships that last.”
While this is an individual recognition, Lorraine would be the first to credit the wider Starfish Search team. Collaboration and shared values are core to how we work, and her success reflects the environment we strive to build every day — one where relationships come first, and where long-term impact always matters more than short-term wins.
We also extend our congratulations to all those recognised in this year’s Top 10, and to the IIM for continuing to champion quality and care in the interim profession.
We’re especially grateful to every interim professional who took the time to vote in this year’s survey. Your feedback does more than honour individuals — it helps raise standards and reaffirm the values that define good practice in our field.
To learn more about Lorraine and the work we do across interim leadership, visit our Interim Talent page or get in touch with our team.
The growth and infrastructure agenda remains central to the government’s mission, and local authorities across the country are key drivers. Starfish has worked with our contacts and colleagues in local government to create a list of talented growth and regeneration officers, which has been featured in the MJ magazine.
MJ-top-talent-regen-June-2025 - CorrectedWe recently hosted the second session in our Aspiring Chief Executives webinar series, focusing on a crucial theme for any leader entering the charity sector: Mastering the Chair and Chief Partnership. The session, led by our own Louise Beales, Prinicpal Consultant, and special guest Ciara Eastell, an experienced charity CEO, Chair, and coach, both provided a wealth of practical advice for those stepping into executive roles, especially within non-profit and charitable organisations.
Ciara began by highlighting the pivotal nature of the relationship between the Chair and CEO, noting that it sets the tone not only for the organisation’s culture, but also for its strategic direction, governance, and accountability. A well-functioning partnership benefits the entire charity, fostering a positive environment, good governance, and healthy leadership. Conversely, she reminded us, a dysfunctional relationship at this level has the potential to create widespread confusion, risk, and negative impacts throughout the organisation.
A core part of the discussion centred on clarifying boundaries. The Chair’s primary focus is governance, leading the board, facilitating good decision-making, ensuring that the board dynamic is healthy, and providing support and constructive challenge to the CEO. The CEO, in turn, leads the organisation on a day-to-day basis, implements the strategy, and manages operations. Ciara emphasised that certain responsibilities, such as strategic vision and organisational culture are best approached as shared endeavours.
Ciara also pointed out that role confusion can quickly lead to difficulty, particularly when Chairs overstep into operational matters or, conversely, when CEOs dominate, eclipsing proper board oversight. Regular, open conversations about these boundaries are essential, especially in periods of challenge or change.
Through thoughtful examples and personal reflection, there were several common challenges faced in the Chair-CEO relationship raised:
There are a host of practical strategies, which generated strong engagement from attendees:
For those moving into or interviewing for CEO roles, Ciara stressed the importance of assessing the likely Chair-CEO dynamic, are values and vision aligned, is the Chair engaged and accessible, and what are their expectations around communication? Once in post, setting early habits, transparent goal-setting, agreeing on communication protocols, and taking time to build trust forms the bedrock of a successful partnership.
A vital insight is that the tone between Chair and CEO filters down to the entire organisation. Whether in a small charity or a large, complex non-profit, their collaboration, mutual respect, and transparency are visible and felt, impacting everyone from trustees to frontline staff.
Throughout the session, one takeaway resonated: mastering the Chair-CEO relationship is not simply a matter of protocol; it is an ongoing investment in the health, direction, and impact of the organisation. If you’re interested in developing your leadership journey further or would like to discuss your next steps, please don’t hesitate to get in touch with us at Starfish Search or, connect with Ciara on LinkedIn for coaching and support. Thank you to everyone who joined us for this insightful session. Stay tuned for more events in our series, as we continue supporting emerging and established leaders across civil society. You can watch the full recording here, and for more information, or to access the full slides, please contact aspiringceo@starfishsearch.com.
Valuable Resources Recommended
Endorsed key sector resources and training for those seeking further development, including:
Starfish is dedicated to supporting leaders at every stage of their journey and we know that one of the hardest steps is how to go about finding the right opportunity, and what to expect when you get your first chief executive role. We are pleased to be running the second webinar in our new Aspiring Chief Executives programme.
25th June 13.00 – 14.00
Mastering the Chair/CEO Partnership: Your First 100 Days and Beyond
Aspiring to be a new CEO? One of your most critical relationships will be with your Chair. Explore how to get it right from day one.
What you’ll learn:
Ciara draws on her dual perspective as both Chair and CEO, plus current research from the third sector, to give you actionable insights for this pivotal relationship.
Our speaker
Ciara Eastell OBE is an experienced coach and consultant working with CEOs and senior leaders from across the charity, cultural and HE sectors. She was previously CEO of Libraries Unlimited, a local authority spinout established in 2016 as an independent charity. She has also held a number of non-executive and trustee roles, including as the founding Chair of People United.
If you have any questions or issues, please email aspiringCEO@starfishsearch.com to get in touch with someone from the Starfish Search team.
We’re pleased to be partnering with the PPMA (Public Services People Managers Association) for a live webinar exploring one of the most important challenges facing today’s public service employers: how to recruit effectively in an AI-driven world.
Navigating Recruitment in the AI Age
Date: Friday 6th June
Time: 12:00–1:00pm
This insightful session builds on the themes and insights from our recent thought leadership report, CTRL + ALT + LEAD, which explores the shifting expectations on leadership in the digital era. With AI technologies transforming how we work and make decisions, this webinar will examine the practical implications for public sector recruitment — from evolving leadership skillsets to new ethical considerations around bias, transparency, and trust.
The Starfish team will discuss:
The impact of AI on leadership behaviours and recruitment processes
The risks and rewards of automation in public appointments
How hiring organisations can future-proof their approach
Register to attend here: Navigating Recruitment in the AI Age
We look forward to joining the PPMA and public service colleagues for what promises to be a lively and thought-provoking discussion. Whether you’re in HR, organisational development, or a senior public leadership role, this is an opportunity to engage with emerging thinking and gain practical insight into what comes next.