Beyond Hiring: The Power of Data in Crafting the Future of FMCG Leadership
Debbie Morrison • February 15, 2024

The seismic shift towards data-driven decision-making is not just a trend; it's revolutionising how we identify, assess, and select the leaders of tomorrow. At the heart of this transformation lies the potent combination of Artificial Intelligence (AI) and analytics, tools that are reshaping the very fabric of executive search.


The Power of Data in Executive Search

The premise is straightforward yet profound: In a world inundated with information, the ability to sift through, analyse, and draw meaningful insights from data is invaluable. For executive search firms, this capability ensures a more strategic, efficient, and ultimately successful placement of top-tier talent. But what does this data-driven approach entail, and why is it so crucial in identifying exceptional leadership talent?


Leveraging Data and AI in Recruitment

AI and data analytics serve as the linchpins of modern recruitment tools, offering unprecedented precision in CV screening and interview transcript analysis. These technologies enable firms to parse through thousands of candidate profiles, identifying those with the precise skill sets and potential for leadership that FMCG companies require. This meticulous matching process is not just about efficiency; it enhances the quality of hires by minimising biases, promoting diversity, and ensuring a fit not just for the role today, but for the challenges of tomorrow.


The Dual Role of Data for Executives and Search Firms

The parallels between leveraging data for executive decision-making and its application in executive search are striking. Just as a data-driven CFO navigates the complex interplay of financial, operational, and strategic factors to steer their organisation towards sustainable growth, so too does a data-informed executive search firm navigate the vast talent pool to pinpoint the leaders who can guide an organisation to its strategic objectives.


The Synergy of Data and Human Insight

While the advantages of a data-driven approach are manifold—speed, accuracy, and a broader talent pool—it's crucial to recognize that data and AI do not replace the nuanced skills and expertise of specialist executive search professionals. Instead, they enhance the process, enabling faster, more informed decision-making from a wider array of potential candidates. This synergy allows search firms to provide their clients with not just any leaders, but the right leaders for their specific challenges and aspirations.


Understanding Market Trends and Competitor Analysis

Incorporating data-driven market insights into the strategic executive talent planning and acquisition process extends far beyond the hiring phase. It encompasses understanding market trends, competitor analysis, and the evolving demands of the FMCG sector to not only attract top-tier talent but also to retain and nurture this talent effectively. This holistic approach ensures that organisations are not just reactive but proactive in their talent management strategies, positioning themselves for long-term success and sustainability.


Leveraging Market Insights

The FMCG sector, known for its rapid pace and high competition, is also subject to evolving consumer preferences and technological advancements. Data-driven market insights allow firms to anticipate these changes, understanding how they impact the skills and leadership qualities needed for tomorrow's leaders. For example, an analysis might reveal a growing demand for leaders who can drive digital transformation or implement sustainable practices, shaping the criteria for future executive searches.


Competitor Analysis

Data analytics can also provide valuable insights into competitors' talent strategies, offering a benchmark for what successful leadership looks like within the industry. This information is critical for organisations aiming to not only match but exceed their competitors' capabilities. By understanding the leadership profiles, cultural fit, and strategic priorities of successful competitors, firms can refine their own talent acquisition and development strategies to ensure they attract and retain individuals who can provide a competitive edge.



Real-World Impact: Statistics Speak

Recent studies underscore the effectiveness of data-driven recruitment. A report by LinkedIn reveals that 55% of talent professionals globally are now prioritising data-driven decision-making to enhance recruitment efficiency and outcomes. Moreover, companies embracing data-driven recruitment strategies report a 75% improvement in their recruiting efficiency and a significant boost in the quality of candidates they attract (source: LinkedIn Talent Solutions, 2023).


Advantages for Employers

For employers, the implications are clear. The integration of data analytics and AI into the executive search process not only speeds up recruitment but ensures that the selected candidates are the best fit for their strategic goals and organisational culture. This leads to stronger leadership teams, reduced turnover, and, ultimately, a competitive edge in the fast-paced FMCG sector. 


Talent Retention and Development

The benefits of a data-driven approach extend into executive talent retention and development, areas crucial for maintaining a competitive advantage in the FMCG sector. By analysing data on executive performance, engagement, and career progression, organisations can identify patterns and predictors of retention and high performance. This enables the creation of personalised development programs, targeted retention strategies, and a deeper understanding of the leadership qualities that correlate with long-term success in the company.


Strategic Workforce Planning

Data-driven insights support strategic workforce planning by forecasting future talent needs and identifying potential skill gaps before they become critical. This foresight allows organisations to develop internal talent, source new skills proactively, and ensure that the leadership pipeline is aligned with the strategic direction of the business. For instance, if data indicates a shift towards e-commerce, organisations can prioritise the acquisition and development of digital leadership skills.


Enhancing Diversity and Inclusion

A data-informed approach also enhances diversity and inclusion efforts in executive search and talent management. By analysing data on the demographic makeup of the leadership team and workforce, companies can identify areas of underrepresentation and develop targeted strategies to address these gaps. This not only ensures compliance with increasing regulatory requirements but also enhances organisational resilience, innovation, and market understanding by bringing diverse perspectives to the leadership table.


Continuous Learning and Adaptation

Finally, a data-driven strategy facilitates continuous learning and adaptation in the talent management process. By regularly analysing outcomes, such as the success rate of placements, performance of hires, and the impact of leadership changes on business performance, organisations can refine their executive search and talent management strategies over time. This iterative process ensures that the approach remains aligned with the changing needs of the business and the market, driving sustained success.


The Future of Executive Search

As we look to the future, the role of data in shaping the landscape of executive recruitment cannot be overstated. Firms such as ELR Executive that harness the full potential of this data-driven revolution will not only lead the way in executive search but will also play a pivotal role in shaping the leadership of the world's leading companies.


The fusion of AI and data analytics with the human expertise of executive search professionals offers a compelling blueprint for the future of leadership acquisition. It's a partnership that promises not just to fill leadership roles but to forge the path for companies to navigate the complexities of the modern business environment successfully.

For those in leadership positions within the FMCG sector, the message is clear: Embrace the data-driven revolution, and secure your place at the forefront of tomorrow's executive leadership landscape by partnering with a data-driven executive search firm.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.