Talent Acquisition: Internal Strategies vs. Executive Search Partnerships in Australia's Beverage Industry
Debbie Morrison • March 18, 2024

The beverage industry in Australia is experiencing a renaissance of sorts, propelled by shifts in consumer preferences toward health, sustainability, and innovation. As we navigate through 2024, the challenges of rapid market expansion and evolving consumer expectations present a unique set of challenges for executive recruitment in this vibrant sector.


Addressing the Unique Hiring Challenges in Australia's Beverage Industry

Navigating Growth and Innovation

The International Food Information Council (IFIC) forecasts that 2024 will spotlight functional beverages, with a significant uptick in botanicals and products supporting emotional wellbeing. With 74% of Americans, and a similar trend observed in Australians, believing in the substantial impact of food and beverages on their mental and emotional wellbeing, the Australian beverage industry is at the forefront of integrating these insights into product innovation. 


Regulatory and Quality Assurance Expertise

With organic beverages becoming increasingly popular due to their health benefits and lack of synthetic additives, executives in this space must possess not just a cursory understanding of organic certification and regulatory compliance but a deep, actionable knowledge to ensure product quality and authenticity. For employers, especially small to mid-sized brands or start-ups, the imperative of attracting and enticing executives with this blend of expertise, particularly those from the market leaders is critical.


Health and Sustainability Focus

Beyond the necessity of innovative products that meet strict regulatory and quality controls, the consumer shift towards products that align with health consciousness and environmental sustainability is fast becoming a movement. Anticipating and meeting the demands of more health-focused and environmentally conscientious consumers requires leaders who not only understand but are passionate about driving forward these values in product development and company ethos.


Strategic Product Development and Market Demands

The demand for eco-friendly packaging and premium, diverse organic beverage offerings is shaping strategic product development within the industry. Executives must be able to navigate these demands, understanding the nuances of market trends and consumer expectations. Yet for brands seeking to appoint senior management and executive leadership, the talent pool of industry professionals anticipating and responding to these emerging consumer preferences by innovatively developing quality, healthy product lines that satisfy regulatory controls in a way that is sustainable and environmentally friendly is small. So how do beverage brands ensure their executive leadership teams are equipped to steer this rapidly changing terrain?


The Impact on Executive-Level Talent Attraction

The unique challenges presented by the beverage industry's focus on health, sustainability, and regulatory compliance impact the talent attraction process significantly. According to LinkedIn’s January 2024 Jobs on the Rise report, 76% of Australians are considering a new role, indicating a volatile employment market ripe with opportunities but also challenges in retaining and attracting executive-level talent. 


This volatility extends to the recruitment landscape for executive talent in Australia's beverage industry, making it more competitive and complex than ever, particularly in the wake of market stabilisation. With an overwhelming majority of Australians open to new opportunities, such market dynamics are not necessarily favourable for attracting the right talent so the imperative for beverage companies to differentiate themselves cannot be overstated. The allure of traditional compensation is also waning in favour of roles offering a synthesis of personal life values, purposeful work and inclusivity. In this context, executive search firms stand out as pivotal allies for businesses aiming to navigate the intricate demands of consumer preferences, digital innovation, regulatory compliance, and sustainability.


Internal Hiring vs. Engaging an Executive Search Firm

The Cost-Benefit Analysis of Each Approach

Given the complex landscape, businesses must conduct a thorough cost-benefit analysis when deciding between internal recruitment and engaging an executive search firm. While internal promotions can boost morale and reduce onboarding times, they may lack the specific skill sets required to navigate the industry's unique challenges. 


Executive search firms bring a bespoke approach to talent acquisition, which is particularly advantageous in the fast-evolving beverage industry. These firms excel in reaching passive candidates—high-calibre professionals who are not actively seeking new roles but could be the perfect fit for your organisation's strategic goals. The expertise and broad networks of these firms allow them to identify and attract talent that remains invisible to internal HR teams' conventional recruitment strategies.


Expertise, Resources, and Strategic Importance

Deciding whether to search internally or externally for executive talent depends largely on the organisation's existing resources, networks, and the strategic importance of the role. The current market condition, highlighted by a tight labour market with unemployment below 4% and high competition for skilled leaders, underscores the need for a strategic approach to executive-level recruitment.


The Case for Executive Search Firms in the Beverage Industry

Today's beverage market is characterised by a rapid shift towards functional beverages, botanicals, and products designed to enhance well-being. Meeting these nuanced consumer preferences requires leaders who not only understand market trends but can also anticipate and innovate ahead of them. Executive search firms specialise in identifying individuals with a proven track record of such foresight and innovation, going beyond traditional metrics to assess a candidate's potential to drive growth and adaptation in an ever-changing market landscape.


Specialist executive search firms benefit from deep market insights and extensive networks and can offer significant advantages, especially when looking for executive candidates with specific skills in regulatory compliance, sustainability practices, and innovation in the beverage industry. Executive search firms excel in finding candidates with these niche skills, offering businesses a strategic advantage. These firms can navigate the competitive landscape effectively, presenting a compelling narrative to potential candidates about your company's vision, values, and strategic objectives.


Driving Innovation: Best Practices from Industry Leaders

Innovative leaders in Australia's beverage industry are setting the pace, leveraging technology, and prioritising sustainability and health. But innovation isn’t just about new products. The digital transformation sweeping across industries presents both challenges and opportunities for the beverage sector. From leveraging AI for product development to harnessing data analytics for consumer insights, the need for digital literacy at the executive level has never been more critical. Executive search firms can pinpoint leaders with the necessary digital acumen, ensuring that your company not only stays competitive but also leads in the adoption of new technologies. The key to their success lies in a clear vision, strategic agility, and a commitment to fostering a culture that embraces change and innovation.


Rethinking Executive Search and Talent Acquisition

The executive search and talent acquisition process in Australia's beverage industry often requires a nuanced, strategic approach that aligns with the beverage sector's unique challenges and opportunities. By understanding the aspirations of executive candidates in 2024, focusing on work-life integration, purpose-driven roles, and the importance of technology and innovation, organisations can build a stronger, more resilient leadership team capable of navigating the complexities of the modern market.


As we look to the future, it's clear that the beverage industry in Australia will continue to evolve, driven by consumer demands for health, sustainability, and innovation. By carefully considering the approach to executive recruitment, whether through internal channels or by partnering with an executive search firm, businesses can ensure they are well-positioned to meet the challenges of today and seize the opportunities of tomorrow.


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.