The Amrop Digital Interviews: Kristine Cholewa, Amrop Denmark

Q: Can you talk a little about your professional experience prior to joining the firm and how it’s helped you shape your career with the company and work with clients in the Tech and Digital space?

A: I have worked in executive search for more than 25 years. I started my career in Search at PA Consulting Group, which is a consultancy that specializes in strategy, technology, and innovation. The former Global Executive Search practice at PA Consulting Group were sold to Korn Ferry, where I worked for a while before returning to PA Consulting Group, where I focused on first Nordic and then global recruitment for PA, primarily at the senior level. I was responsible for the entire recruitment team worldwide and handled HR for some time before returning to executive search.

As I was raised in consulting, my clients over the years have predominantly been in that sector, but the consulting industry today is heavily focused on digitalization, as many companies are transforming, and new businesses are emerging in this space. This has made it an interesting and important area to work in. Many transformations across various companies and industries are tied to advances in technology, whether it supports existing businesses or contributes to new ventures - this applies to both traditional and tech companies. For instance, established companies are leveraging AI to enhance their maintenance processes or improve their applications, particularly in financial services, where much of their business has shifted into this new landscape.

Q: What, in your view, are the qualities which are essential for leadership positions in the digital sector?

A: Clients are no longer looking only for is candidates who come from traditional backgrounds. It’s less about drawing from the past and more about envisioning how organizations should look moving forward. Companies are trying to transition from their old platforms to entirely new ones, and the challenge lies in doing this cost-effectively while ensuring that their internal systems work together. Traditional ERP systems must be integrated with new technologies, and this requires candidates who possess a broader range of experience and innovative mindsets. These candidates should be able to leverage all the new technology available effectively. Ultimately, it's about being innovative and creative, not adhering too rigidly to past practices.

Q: Does it mean that the tech leaders don’t always need to have previous experience in the sector and that there are perhaps more important factors?

A: I believe the connection between technology and business is still very important. However, depending on the specific role, different factors may come into play. While having a solid business understanding is essential, particularly for senior roles, candidates for positions like CTO also need to possess strong technical knowledge.

Q: What is your process of assessing whether a candidate is a good fit for a leadership position in a digital company?

A: Other than looking for the previously mentioned qualities, I need to know if they’re also a good relationship builder, a good communicator, and a good leader, of course. It's essential to foster fellowship, especially when implementing significant changes and transformations; you need people to support the process.

Q: You have worked on creating practices which would help overcome the unconscious bias in the recruitment process when it comes to hiring women; what specific initiatives are you implementing to encourage more women to be hired in the tech sector?

A: A couple of years ago we joined forces with all the other large executive search companies and the Danish Minister for Gender Equality and together formulated and signed a Charter to address the imbalance between men and women on boards and in leadership positions. As part of this Charter, we collaborated with the Copenhagen Business School, and agreed to report every year on all assignments, detailing e.g. how many candidates of each gender were presented in each search. We also examined what actions we took to promote greater balance in our recruitment processes. This has been an ongoing project for a few years now, and it represents a specific effort we've made in this area. Additionally, we have the capability to use our database system, Invenias, to anonymize candidates' names. If a client wants to ensure a completely unbiased selection process, we can blind the candidates' identities. We have also focused on improving our language in job descriptions to appeal to different genders. Interestingly, some of the competencies that companies are currently seeking are traditionally considered as more aligned with female skills. Therefore, we are being very careful and intentional about how we approach these matters.

Q: You are a member of the Amrop Global Digital Practice Team which brings together specialists from Amrop’s offices around the globe with deep technology and digital knowledge and sector experience. Can you tell me what the main benefits of being part of Global Digital Practice are for you?

A: I often utilize our Digital Practice when speaking with clients, emphasizing that we capture not only local experience but also global expertise. Whenever we have an assignment that extends beyond the local scope, we can rely on colleagues worldwide to provide valuable insights and specific knowledge from the markets where they operate. This is especially important when working with global clients, as developing strong relationships with colleagues across the globe has a significant impact. We often have meetings within our Digital Practice, which enhances our collaboration. As I mentioned earlier, our Digital Practice extends beyond just digital; this knowledge is critical in all industries today. Being well aware of current trends and developments in this industry is also essential for providing valuable insights to clients in other sectors.

To find out more, reach out to Kristine Cholewa or the Digital Practice members in your country!