On the Radar
Debbie Morrison • February 2, 2022

On the Radar


For senior executives, building and maintaining strong relationships with executive recruiters/search consultants can be an important - and mutually beneficial - way of moving forward in your career and taking it where you want it to go. For job seekers in the earlier stages of their careers, engaging with recruiters is a transactional numbers game: getting as many resumes in the hands of as many recruiters as possible. For senior leaders, though, it pays to be more strategic. For those in Director, or C-suite roles, strong relationships with a smaller number of executive recruiters/search consultants are your best bet. But how do you go about doing this?


At the risk of stating the obvious, the first step is to make sure you can be found, and to optimise what a recruiter will find there. There are several platforms to help you do this, but let’s focus on LinkedIn, since it’s the most widely-used. Your career history on LinkedIn should mirror your executive resume, not only highlighting your progression through increasingly responsible roles, but also showcasing your achievements and accomplishments along the way. The right titles, keywords, and phrases that accurately describe your work will help the right people find and connect with you. Occasionally sharing high-value articles and insights from your industry keeps you visible, and more likely to be top-of-mind for those looking.


Happy with your online presence? Great. But there’s no need to wait for others to find you.


Seek out the right relationships

Once again, this isn’t a numbers game for you; prioritise quality over quantity. Seek out recruiters who’ve done extensive work in your industry or areas of specialty. Search engines can help, of course, but colleagues and business acquaintances are a good source of personal referrals. While specialisation is key, rapport is equally important. As you speak with and meet recruiters, focus on building a relationship with people who ‘get’ you: people who take the time to listen, to understand your experience, and what you’re hoping to accomplish in your career and your life. Being discriminatory at this stage will help you keep the number of key relationships to a number that is manageable, forming foundations for mutually beneficial relationships over time.


Foster your relationships

As you identify recruiters you want to keep in touch with, the way you build and maintain the working relationship is the same as any other in your professional life. In short, keep the lines of communication open at an appropriate frequency, and in a way that adds value.


Naturally, you’ll want to pass along any updates to your own career - a move to a new job or company, changes to your role, notable achievements or recognitions, and the like. But if you only get in touch with updates about your employment situation, you’re missing an opportunity to take the connection beyond a transactional level. For executive recruiters/search consultants, a strong network is the most valuable asset we bring to our work. That being the case, referrals and networking opportunities are one of the highest-value things you can offer: referrals to colleagues who might be a fit for a search the recruiter may be working on, or hiring executives with other companies who might be additional clients for the recruiter.


These kinds of warm introductions are an expression of trust, and are of significant value to any recruiter. Information is also greatly appreciated by those in our field: industry insights, your unique perspectives that can help us better understand your business also helps us to serve our clients - and our executive candidates - better.


It may go without saying, but when you’re working with a recruiter to explore a specific role, it’s especially important to protect the relationship. A good executive recruiter/search consultant understands that you’re very busy, juggling multiple priorities and responsibilities. We’re accustomed to working around those busy schedules, but reciprocating - being as flexible as you’re able to, and as responsive as possible throughout a recruitment process - will keep the relationship strong, whether or not the outcome is your placement in a new role.

 

Build for the long term

If a relationship is only active when one party needs something - for example, if one is actively on the market and seeking a change, or is recruiting for a specific role - it remains transactional in nature. Don’t let a relationship stagnate just because you’ve achieved a short term goal, such as being placed in a new role. Regardless of which recruiter has assisted you in the transition, it pays to keep those lines of communication open. Over the course of a career - a recruiter’s and an executive’s - relationships evolve and change.


One-time candidates become candidates again later, candidates become clients, and clients become candidates as well. Once you’ve formed relationships with several people in the business who understand you, and with whom you have a strong rapport, treating them as career-long relationships will pay dividends.


Relationships with several executive recruiters/search consultants can be a cornerstone in the career you’re building. As with any professional relationship, nurturing and fostering the relationship over time will take it far beyond a transactional level, and position you for greater success.


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.