The real power lies in what you can do, not in what your business card says. As we discussed during our recent INAC Global webinar on The Future of Work: Trends, Skills, and Reinvention, one of the clearest signs of workplace transformation is that companies are no longer building teams around fixed roles, they are building them around capabilities … and at the center of this shift is the gig economy.
What began as a model for freelancers and independent workers has evolved into something much bigger … a global redefinition of how we engage with work. In this new paradigm, skills are the currency, adaptability is the mindset, and agility is the strategy.
The global workforce is undergoing a major transformation with the gig economy playing a central role in this shift. According to World Bank, gig work now represents up to 12% of the global labor force, a number that surpasses previous estimates and highlights the growing relevance of this employment model.
But this is not just about more freelancers. It is about a structural transformation in how organizations think about talent. The traditional full-time, single-role model is giving way to blended teams made up of permanent staff, project-based contributors, and interim executives, all united by shared goals, not shared contracts.
At INAC Global Executive Search, we are seeing a rising demand for fractional consultants and interim executives, highly skilled leaders who step in for defined periods to lead transformations, stabilize teams, or drive innovation in critical moments.
This model allows companies to tap into deep expertise without the long-term commitment of a traditional hire, while offering leaders the flexibility to focus on mission-driven, high-impact work. It is a shift from permanent presence to strategic precision, bringing the right leadership at the right time for the right purpose.
Companies, in turn, are redefining what they are looking for. No longer is it enough to hire someone based on where they have worked or what title they held. What matters now is what they can do, and how fast they can do it in a rapidly evolving context.
Leading organizations like Unilever are now organizing work around skill clusters, not right job titles (Deloitte). Others are investing in internal talent marketplaces, where employees can pick up cross-functional projects, reskill, and evolve beyond their original job scope.
But to truly embrace this shift, organizations must go beyond reactive hiring. They must adopt a skills-first talent strategy, focusing on identifying, deploying, and developing talent dynamically, wherever it exists, internally or externally, full-time or fractional.
So, in summary, it is not about filling jobs, it is about assembling capability. The gig economy is not just changing how we work, it is changing who gets to lead, and what leadership looks like. It opens the door to a more agile, diverse, and high impact future.
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For additional insight into top skills that employers are looking for, please read this article by Jon Gordon at Sheer Velocity.
Jon Gordon, Board Member INAC Global and Managing Partner Sheer Velocity, LLC (INAC USA)
Jon brings over 25 years of expertise in executive search and business leadership. With a background in venture capital-backed startups, he has held key roles across IT, Finance, HR, Operations, Sales, and Supply Chain, specializing in recruiting top-tier talent. A successful entrepreneur, Jon has founded and led multiple companies while staying actively committed to community service through Boulder’s Emergency Family Assistance Association.
The straight line is gone. Careers no longer climb, they zig, they zag, they leap. The era of the corporate ladders is over, replaced by a dynamic landscape where pivots, detours, and reinvention are not anomalies, they are the new normal.
This was one of the key insights from our recent INAC Global webinar on The Future of Work: Trends, Skills, and Reinvention. Across industries and geographies, professionals are rewriting their trajectories, shifting roles, acquiring new skills, and embracing unexpected opportunities. It is not about climbing anymore, it is about navigating.
And this transformation isn’t anecdotal, it is structural. According to the World Economic Forum, 44% of core skills are expected to change within the next five years, and nearly six in ten workers will require retraining by 2027 to keep pace with market demands.
What does that mean for leaders and organizations? It means that the old rules of talent development no longer apply. Hiring based on past experience or fixed career paths is no longer a reliable predictor of future success. What matters now is the ability and willingness to evolve.
At INAC Global Executive Search, we are seeing companies seeking out leaders who embody this mindset. Not just experts in their fields, but professionals who are curious, agile, and unafraid to reinvent themselves, and to help others do the same.
Organizations that thrive in this new reality are creating cultures where continuous learning is part of their DNA. They encourage people to step out of linear roles, explore lateral moves, reskill in new areas, and grow beyond traditional boundaries. Reinvention is not just accepted, it is expected.
The impact is powerful. Companies that foster this culture of mobility and development see stronger engagement, higher retention, and great innovation. People stay where they can grow. They commit where they feel empowered to evolve.
We are no longer in an age of career for life. We are in the age of careers in motion. The question for organizations now is not how to bring back the ladders, it is how to build the kind of culture where everyone can keep climbing, event if the path is not straight.
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Cedric Schütz, Board Member INAC Global and Managing Director Grünewald Consulting GmbH (INAC Germany)
Cédric is the Managing Director at Grünewald Consulting GmbH – Part of GRÜNEWALD GROUP (INAC Germany I) with over 7 years of executive search experience in industries like chemistry, metallurgy, electronics, and energy. Holding a Master’s degree in Human Resource Management, he serves on the INAC Global Advisory Board and leads the Expert Group Chemistry.Known for his innovative approach, reliability, strategic expertise, and commitment to networking and knowledge sharing, Cédric is dedicated to delivering tailored executive recruitment solutions globally.
There is a quite revolution happening in leadership, and it is not about tech, strategy, or margins. It is about people.
As we discussed during our recent INAC Global webinar on The Future of Work: Trends, Skills, and Reinvention, a powerful shift is taking place, where burnout, mental health, and work-life balance are no longer seen as HR topics; they have become board priorities. The most forward-thinking leaders have realized that productivity and profitability are no longer sustainable if employee wellbeing is treated as a secondary concern.
Welcome to the era of human sustainability -a concept coined by Deloitte, which refers to an organization’s ability to promote and sustain the physical, mental, and social wellbeing of its workforce over time.
According to the World Health Organization, depression and anxiety cost the global economy over $1 trillion USD each year in lost productivity. And yet, when organizations make intentional efforts to support wellbeing, the results are tangible, impacting higher retention, greater performance, and stronger cultures.
We are seeing it firsthand in our work around the world at INAC Global Executive Search. More and more companies are seeking leaders who not only deliver results but who also create human-centered environments; spaces where people can thrive, not just survive. Leadership is being redefined. Today’s most effective executives are those who understand that taking care of people is strategy.
Human sustainability is not about adding more wellness programs. It is about integrating care into the core of work itself, reimagining how, when, and why people work. It is about creating cultures where psychological safety is not a bonus, it is a baseline; where flexible work is not a benefit, it is an expectation; and where personal growth and purpose are not side conversations; they are part of the business model.
Companies that embrace this are seeing the upside. According to a Deloitte study, organizations that invest in human sustainability outperform their peers in innovation, inclusion, and long-term growth. With this in mind, wellbeing is not the opposite of performance, it is the engine behind it.
We are at a turning point. Employees are demanding more, and rightly so. Leaders who rise to the occasion and invest in their people will not only attract the best talent but also build organizations that are resilient, future-ready, and truly sustainable.
In the end, the smartest investment any leader can make is … their people.
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Klemens Wersonig, Board Member INAC Global and CEO TARGET Executive Search Group (INAC CEE)
Founder and CEO of TARGET Executive Search CEE (INAC CEE), is a visionary leader with over 30 years in executive search across Central and Eastern Europe. Austrian pioneer of the East, who crossed the iron curtain in 1988. He is known for turning challenges into opportunities. With over 20,000 personal interviews he has become one of the most experienced headhunters. He also is an expert on top secret searches. With a doctorate in business administration and international experience beyond CEE also in Canada, the USA, and France, he brings a truly global perspective.
The rules of work are being rewritten in real time. As we explored in our recent INAC Global webinar on The Future of Work: Trends, Skills, and Reinvention, one thing became clear … the shelf life of skills is shrinking at an unprecedented pace. The expertise that made professionals successful five years ago may not be enough today and will likely be obsolete tomorrow. According to the World Economic Forum, by 2025, 50% of employees will need to reskill to remain competitive in their current roles.
Companies are struggling to keep up, industries are shifting, technology is evolving, and customer expectations are redefining business landscapes. Yet, the biggest challenge isn’t just acquiring new skills, it is the ability to adapt, unlearn, and relearn continuously. It is no longer just about having the right skills; it is about developing the capability to evolve.
At INAC Global, we see this transformation firsthand. Organizations are no longer just seeking candidates with the right experience; they need leaders who demonstrate agility, resilience, and a mindset for continuous learning. In today’s market, executive search is not just about filling roles; it is about identifying visionaries who can lead through change and drive reinvention. The ability to embrace transformation has become a key differentiator between success and inertia.
This shift has deep implications, not just for employees but for organizations as well. Hiring for skills alone is no longer enough, because the skills themselves are a moving target. The future belongs to those who can learn fast, think flexibly, and embrace change as a constant.
For businesses, this means rethinking talent strategies. Traditional workforce planning, where companies hire for specific skill sets and expect stability, is no longer sustainable. Instead, leading organizations are focusing on agile talent development models, where employees are continuously upskilled, reskilled, and empowered to transition into evolving roles.
We have now a dynamic career pathway, where professionals must navigate lateral moves, industry shifts, and unexpected disruptions. Continuous learning is no longer an optional perk, it is a survival strategy.
Forward-thinking companies are investing heavily in internal mobility, AI powered learning platforms, and personalized development structures to ensure their people stay ahead of the curve. They understand that developing adaptable talent is not just a competitive advantage, it is a business imperative.
Work is changing. Skills are evolving. Are we evolving fast enough too?
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Marcela D’Alessio, Board Member INAC Global and Partner INAC Peru
Global executive search partner at INAC Perú and Coach with a distinguished career in business and marketing—including her role as Marketing Director at Procter & Gamble—she brings deep expertise in corporate and family businesses. Her background in Business Administration and Accounting along with an MBA allows her to provide strategic, high-impact executive talent solutions.
As we mentioned in a recent post on our corporate LinkedIn profiles, AI is not here to replace leaders, it is here to elevate them. This was also one of the key takeaways from our recent INAC Global webinar on The Future of Work: Trends, Skills, and Reinvention, where we explored how executive leadership is evolving in response to technological advancements. One thing became clear … leaders who embrace augmented intelligence will outpace those who rely solely on experience and intuition.
Augmented intelligence isn’t about AI making decisions for us, it is about leveraging AI to enhance our own ability to think critically, anticipate risks, and act decisively. We have always known that the best leaders are those who can see patterns, make sense of uncertainty, and chart a course through complexity. Today, the difference is that AI allows us to do this with greater precision, speed, and strategic foresight.
The shift is happening fast. 67% of business leaders anticipate that generative AI will transform their organizations by 2025(KPMG,AI Quarterly Pulse). Yet, despite this growing awareness, many executives are still a little bit hesitant, unsure of how to integrate AI into their leadership approach without losing the human touch that defines great decision-making.
But the real risk isn’t AI. The real risk is not leveraging it at all. The most forward-thinking executives don’t view AI as a competitor, they treat it as a strategic partner. They integrate AI-driven insights into their decision-making without losing the human touch of leadership as judgment, ethics, and vision.
The shift is not only redefining leadership but also reshaping the landscape of executive search. The demand for leaders who can navigate digital transformation, embrace AI, and drive innovation has never been higher. Organizations are no longer looking for executives who simply have experience, they are looking for leaders with adaptability, tech fluency, and the ability to integrate AI into their strategic thinking. We are, as INAC Global, evolving alongside these needs, identifying and attracting leaders who possess both the human and augmented intelligence required for this new era.
The real advantage comes when leaders move beyond basic adoption and develop an AI-empowered leadership mindset. This means learning to ask the right questions of AI, discerning insights from noise, and ensuring that technology serves strategy, not the other way round. It requires a shift from seeing AI as tool for efficiency to recognizing it as a co-pilot in innovation, problem-solving, and long-term value creation.
We are at a turning point. AI is no longer a futuristic concept; it is a present reality reshaping industries and workforce. The leaders who will thrive are those who don’t just acknowledge AI’s potential but actively integrate it into how they think, lead, and build organizations for the future.
The question isn’t whether AI will be part of leadership, it already is! The real question is, are we … are you adapting fast enough?
Rui is the founder and Managing Partner of Ad Capita Executive Search (𝗜𝗡𝗔𝗖 𝗣𝗼𝗿𝘁𝘂𝗴𝗮𝗹), a preeminent retained Executive Search firm in Portugal since 2001. A recognized seasoned Executive Recruiter for the past 25 years, Rui has been identifiying and placing senior-level executives across sectors and geographies and has always devoted himself to emerging leaders and the buildout of executive talent pipelines. Rui is also Co-founder of our network, 𝗜𝗡𝗔𝗖 𝗚𝗹𝗼𝗯𝗮𝗹, one of the leading Executive Search networks in the world. Having served this organization for over 30 years and held a variety of roles during that time, most recently as its President, Rui has always focused his energy and intercultural intelligence on building and leading a global team to drive growth, entrepreneurship, innovation and creativity to provide first-rate talent advisory services across the globe.
In this edition of our On the Spotlight Series, we explore the challenges and opportunities in talent acquisition for the chemical industry with Stephen J. Mothersole, CEO of Chemical Search Internationaland exclusive partner at INAC Global Executive Search for United Kingdom, United States, and Singapore. With over 25 years of experience in executive search for this sector, Stephen shares his insights on the evolving talent landscape, market competitiveness, and how Chemical Search International is driving transformation in the industry.
With the chemical sector facing a rapidly changing environment -marked by global consolidation, a shifting workforce, and increasing competition for skilled professionals- executive search firms play a crucial role in ensuring organizations can secure the right leadership and technical expertise. Below Stephen reflects on this journey in building a specialized search firm and discusses with us the key trends shaping the future of talent in the industry.
1. Can you tell us how and why Chemical Search International was founded?
Chemical Search International was established in 2000 in response to a clear market need -executive search firms at the time lacked a deep understanding of the chemical industry. Back then, I was working in Germany after a stint in the United States of America, and I found myself on the job market due to a failed merger attempt at my employer. Throughout my own job search, I was struck by the fact that very few executive search professionals had any real experience in the chemical sector. Incredibly, I couldn’t even find one with a chemistry degree. Fast forward 25 years, and this has not changed much.
I founded the company with a straightforward approach. Having experience both sides of the hiring process -as a candidate and as a client- I had the opportunity to see how top-tier search firms operated. We build our model around those “blue-chip” firms but tailored it specifically for the chemical industry. A key early move was securing a prestigious London office location, as I believed large clients would not take a search firm seriously if it is operated from a home office. Additionally, we heavily invest in a high-quality website – something not common in 2000- which became a crucial marketing tool. We gained attention quickly by advertising in leading industry magazines, positioning ourselves as the executive search firm run by and for chemical professionals. It worked!
2. What are the main challenges the chemical sector faces in talent search, and how is your firm responding to them?
The industry is aging, particularly in Western Europe, and talent at middle management is becoming increasingly scarce. For the past two decades, too few students have pursued degrees in chemistry, chemical engineering, or other STEM-related fields, which has led to a significant reduction in the early-career talent pipeline and limited opportunities for progression within companies. Even those who do complete these degrees often choose careers in finance, consulting, or technology instead of entering the chemical industry. This trend is further exacerbated by the lure of higher salaries in alternative fields and the reality that many chemical plants and industrial hubs are located outside major cities, making them less attractive to young professionals seeking vibrant urban work environments.
At the same time, companies are becoming increasingly top-heavy, with senior executives reluctant or unable to retire, and a shortage of middle management professionals ready to step up into leadership roles. This creates a culture of risk aversion that makes the industry even less appealing to younger talent, who are looking for dynamic career paths with clear upward mobility.
While we cannot create new talent, we can help address these challenges by working closely with private equity and venture capital firms to identify leaders capable of unlocking potential in underperforming businesses. Our approach is to take a broader view of the industry, identifying candidates from across different chemical sectors rather than being restricted by the traditional silos in which companies often operate. Additionally, we collaborate with in-house talent acquisition teams to map out a more expansive and diverse talent pool, highlighting the global career opportunities the chemical industry has to offer.
3. How is demand for talent evolving, particularly in technical and leadership roles?
Technical roles remain high demand, especially at junior levels, due to the global imbalance of qualified professionals. Companies are increasingly looking internationally to fill these gaps, but visa restrictions in some countries make this difficult.
On the other hand, leadership roles have also changed significantly. Traditional career paths with linear upward progression are becoming rare, largely due to industry consolidation and rapid transformations. Companies now need leaders who can adapt, often looking beyond their immediate competitors for talent. The industry has historically struggled with hiring from outside its tight-knit silos, but broader executive searches are now necessary.
Additionally, leadership skill requirements are shifting. Today’s industry leaders must demonstrate agility, global experience, cultural awareness, and a willingness to embrace flexible work models – qualities that were less emphasized in the past. Diversity, Equity, and Inclusion (DEI) are also becoming essential factors in leadership development.
4. What key trends are shaping talent acquisition in the Chemical industry?
Like many industries, the chemical sector heavily embraced RPO (Recruitment Process Outsourcing) models and social media-driven “post and pray” hiring strategies over the last decade as a way to cut costs. However, this approach is proving to be less and less effective, often leading to frustrating experiences for both candidates and clients.
Companies are now reinvesting in trusted executive search firms to handle more complex roles. The challenge is that many large corporations, having committed heavily to in-house RPO and Talent Acquisition teams, are reluctant to admit when these models are failing. As a result, hiring processes can stretch to 6-12 months before finally engaging a search firm. Unfortunately, by then, top candidates may have lost interest or no longer trust that the opportunity is real. We are seeing an increasing trend towards outsourcing key roles to specialized executive search partners from the outset -and we believe this will continue.
5. What skills do you consider essential for future leaders in the chemical industry?
The industry is undergoing a period of unprecedented transformation, with significant shifts in market dynamics. Over the last decade, China and now India have emerged as dominant players in commodity and specialty chemicals, while the United States of America and the Middle East continue to benefit from lower raw material costs. This situation places strong pressure on European, Latin American, and APAC markets.
To succeed in this environment, future leaders must be skilled in navigating financial risks, identifying high-growth opportunities, and thinking beyond traditional industry boundaries. The sector has long been dominated by scientists and engineers, but in today’s environment, entrepreneurialism and risk-taking are just as crucial as technical expertise.
6. How has Chemical Search International evolved to stay competitive?
While we are sector specialists, we recognize that we can’t know everything or have visibility into every market niche. That’s why we have expanded our Advisory Board, bringing in independent consultants from across the global chemical industry. We now have over 70 advisors worldwide, covering both regional and sector-specific expertise.
We have also diversified into adjacent sectors that are closely linked to the chemical industry, including green energy transition (hydrogen, lithium, renewable materials), cleantech, and circular economy solutions.
Additionally, we launched www.noblenet.co, a dedicated professional network for the chemical and related industries. With over 30,000 members, it serves as a platform for networking, career opportunities, and industry insights -helping us enhance our reach and sourcing capabilities globally.
7. What value does being part of INAC Global Executive Search bring to your firm, and how does it benefit clients and candidates?
Being part of INAC Global Executive Search enhances our ability to provide clients with unparalleled access to specialized and global talent, ensuring they find the right leaders to drive their business forward. Through our collaboration with country-specialized firms, we combine deep industry expertise with local market understanding, enabling us to offer a holistic approach to executive search. This synergy ensures that our clients not only identify top-tier talent but also benefit from insight into industry trends, leadership dynamics, and organizational strategy.
For candidates, INAC Global Executive Search expands career possibilities by connecting them with opportunities that align with their expertise, aspirations, and global mobility. By leveraging our extensive network, we help professionals navigate complex career transitions and provide them with access to roles in organizations that truly value their skills and experience. Our approach is not just about filling positions but about creating meaningful matches that foster long-term success for both candidates and companies.
8. What advice would you give to young professionals and industry leaders looking to advance their careers in the chemical sectors?
The chemical industry offers dynamic, rewarding careers, though it is sometimes overlooked. It underpins virtually every aspect of modern life – from energy and mobility to healthcare and sustainability.
For young professionals, I encourage them to embrace mobility, seek out diverse experience, and take calculated risks to advance their careers.
For industry leaders, my advice is to prioritize career development for their teams. Companies that invest in talent growth and support ambitious, forward-thinking professionals will build the strongest, most resilient workforces for the future.
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Stephen Mothersole, CEO of Chemical Search International and exclusive partner at INAC Global Executive Search for United Kingdom, United States, and Singapore
Before founding Chemical Search International in 2000, Stephen worked as a chemicals equity analyst at the investment bank UBS Warburg and held roles in corporate planning and business management at Air Products, a leading global chemicals company. His career has taken him across the UK, US, and Germany. Stephen holds an MS in Chemistry from the US and an MBA, which he completed in Spain and Belgium. He currently resides in London.
Argentina stands at a crucial moment in its economic journey. After years of turbulence and uncertainty, the country is beginning to see signs of stabilization, with inflation projected to decline significantly and economic growth on the horizon. However, challenges like exchange rate restrictions, a high tax burden, and political volatility remain significant obstacles.
In this edition of On the Spotlight Series, we sit down with Esteban Calvente, Managing Partner of Pratt Executive Search and our exclusive partner of INAC Global in Argentina, to explore the current economic landscape.
Below you will find Esteban’s perspectives on Argentina’s evolving economic conditions, the challenges businesses face, and the strategies they are employing to drive growth and resilience to lead Argentina into a brighter future.
1. What is your current assessment of Argentina’s Economy, and how is it influencing business operations?
Argentina faces a challenging economic outlook with promising signs of improvement. Inflation, project to drop from 140% in 2024 to just over 36% annually in 2025, coupled with an estimated growth rate of 5% and a revaluation of the peso, presents and environment of cautious optimism for business. For the first time in years and successive governments that there is an encouraging outlook for Argentina. However, eliminating exchange restrictions and bridging the gap between official and parallel currency rates remain critical challenges.
2. What are the biggest economic challenges companies in Argentina face today, and how are they addressing them?
One of the biggest challenges companies in Argentina face today is inflation. Operating costs are continually rising, while consumer purchasing power is declining, creating a difficult environment for businesses to thrive.
Another significant issue is the country’s strict foreign exchange regulations. These restrictions limit the ability to import essential supplies and make it hard to attract much-needed foreign investment. The tax burden is also a pressing concern. Companies here face some of the highest tax pressures in the region, which significantly impacts their profitability and operational flexibility.
Access to financing is another obstacle. With high interest rates, credit availability is limited, making it challenging for companies to fund growth or navigate short-term cash flow needs.
Finally, political instability adds to the uncertainty. A divided Congress and a polarizing presidential style create an unpredictable business environment that companies must content daily.
Despite these hurdles, Argentine companies are demonstrating resilience and creativity. Many are focusing on increasing local production to reduce dependence on imports. They are also leveraging promotions and strategic pricing to sustain consumer demand. Furthermore, businesses are actively exploring new partnerships and collaborations to find innovative solutions to these economic challenges.
3. Which sectors are most affected by the current economic situation, and how are they adapting to maintain growth and competitiveness?
The manufacturing sector is among the hardest hit by the current economic situation. With import restrictions posing significant challenges, many firms are prioritizing local production to mitigate the impact of these difficulties. This shift requires agility and a focus on optimizing domestic resources to meet demand.
In the retail and mass consumption sector, the primary issue is the decline in consumer purchasing power. To address this, companies are implementing aggressive promotions and discounts to sustain demand and maintain competitiveness in a challenging market environment.
Agriculture, a cornerstone of Argentina’s economy, is also facing significant pressures. High tax burdens and international price volatility are key challenges for this sector. To navigate these issues, agricultural businesses are relying on resilience and innovative approaches to adapt to the shifting economic environment while continuing to drive growth.
4. How are local and regional companies in Argentina positioning themselves to attract foreign investment and drive economic recovery?
To attract foreign investment and contribute to economic recovery, many Argentine companies are fostering strategic alliances with international partners. This is particularly evident in sectors like technology, renewable energy, and agriculture, where collaboration can drive innovation and growth. Additionally, several provinces are establishing special economic zones that offer tax incentives to investors. These zones aim to create an attractive environment for foreign businesses looking to expand into Argentina.
Another key area of focus is the knowledge economy. Argentina has a robust ecosystem in software development and technology services, supported by globally competitive talent. This sector is a significant draw for international companies seeking skilled professionals and cutting-edge solutions.
However, it is important to note that complex regulations and capital controls continue to pose challenges for attracting foreign investment. Despite these barriers, local and regional companies are leveraging their strengths and positioning themselves strategically to seize opportunities in the global market.
5. What opportunities or risks do Argentina’s economic conditions present for global companies looking to enter or expand in the market?
Argentina’s current economic conditions present a mix of opportunities and risks for global companies considering market entry or expansion.
On the opportunities side, one notable advantage is the competitive labor costs when measured in USD terms. This makes Argentina an attractive destination for businesses seeking cost-efficient operations. Additionally, there is a growing demand for foreign expertise and capital in key sectors such as energy, infrastructure, and technology, which are pivotal to the country’s development. Furthermore, the expanding middle class continues to drive consumer demand, creating opportunities for companies targeting retail and consumer markets.
However, global companies must also navigate significant risks. Regulatory unpredictability and high taxation can complicate business operations and planning. Currency volatility and challenges related to profit repatriation remain persistent concerns, particularly for multinational corporations. Social unrest, often stemming from economic instability, is another factor that businesses must carefully consider when evaluating Argentina as a potential market.
Despite these risks, with the right strategies and adaptability, global companies can find promising opportunities in Argentina’s evolving landscape.
6. What is your outlook on Argentina’s economic growth in the medium and long term, and which industries are likely to emerge stronger?
In the medium term, Argentina’s economic growth will largely depend on the successful implementation of structural reforms, the restructuring of its debt, and the pursuit of effective stabilization policies. These measures are essential to addressing the country’s persistent economic challenges and laying the groundwork for sustainable development.
Over the long term, however, Argentina holds a huge potential. The country’s abundant natural resources, strategic geographical location, and skilled human capital position it as a promising player in the global economy.
The energy sector stands out, particularly due to Argentina’s extensive shale oil and gas reserves in Vaca Muerta, which offer significant opportunities for export growth and energy development. Similarly, the technology and knowledge economy are poised for expansion, driven by the growing global demand for IT services and digital exports, areas where Argentina’s talent pools are highly competitive.
Agribusiness, as a global leader in food production and exports, has substantial opportunities to innovate and expand into value-added products, while the renewable energy sector is gaining momentum thanks to increasing government support and a global focus on green energy solutions.
These industries represent pathways for Argentina to emerge stronger and more competitive on the global stage, provided the necessary reforms and investments are realized.
7. What are the emerging trends in workforce dynamics and economic policy that business should be aware of over the next five years?
The workforce and economic policies in Argentina are undergoing significant transformations, with several trends likely to redefine how businesses operate in the coming years.
One of the most prominent shifts is the increasing adoption of remote work, particularly in the technology sector. Argentine talent is becoming more integrated into global markets, with companies employing professionals for international projects, further globalizing the country’s workforce.
Additionally, economic challenges are fostering a rise in entrepreneurship. Innovation is thriving in sectors such as fintech, agri-tech, and e-commerce, where startups are addressing local and international market needs through creative solutions.
Discussions around labor law reforms are also expected to gain traction. Efforts to modernize outdated regulations and introduce greater flexibility will aim to align Argentina’s labor framework with contemporary workforce demands, potentially making it easier for businesses to adapt and grow.
Digitization is another critical trend, as automation and digital platforms are becoming indispensable across various industries. Companies are investing in technology to enhance efficiency and remain competitive in an increasingly digital world.
Finally, economic reforms may play a pivotal role in shaping the business environment. Policymakers are likely to prioritize measures such as fiscal consolidation, exchange rate unification, and export incentives to stabilize the economy and encourage growth.
Together, these trends present both opportunities and challenges for businesses navigating Argentina’s evolving economic landscape over the next five years.
8. What advice would you give to leaders on fostering resilience and innovation to thrive in Argentina’s current and future economic landscape?
In the face of Argentina’s evolving economic challenges, resilience and innovation are key to ensuring long-term success. One critical strategy is diversifying operations, whether regionally or globally. By spreading risk across different markets, companies can better withstand local economic fluctuations.
Leaders should also adopt agile strategies to navigate frequent policy changes and regulatory shifts. Flexibility and quick adaptation to new circumstances will provide a competitive edge in a highly dynamic environment.
Investing in skilled talent is equally important, particularly in industries where Argentina has a competitive advantage, such as technology, agriculture, and energy. Retaining top performers and fostering their growth can drive sustained innovation and productivity.
Another essential piece of advice is embracing technology. Companies that leverage digital tools and automation can streamline operations, improve efficiency, and mitigate risks, positioning themselves as leaders in their sectors.
Finally, building strategic alliances with both local and international partners can unlock new opportunities for collaboration, resource sharing, and market access. Partnerships are a powerful way to amplify impact and drive mutual success.
By combining these approaches, leaders can foster resilience and innovation, ensuring their organizations are well-positioned to thrive in Argentina’s complex and shifting economic landscape.
In conclusion, while Argentina’s economic challenges are substantial, the country also holds remarkable potential for growth and innovation. The adaptability of businesses and the strategic use of Argentina’s natural resources, skilled workforce, and growing sectors like technology and renewable energy present significant opportunities.
Leaders must remain agile, foster resilience, and continue to invest in talent and technology to navigate both current and future economic landscapes. By embracing these strategies, companies cannot only weather the storms but also capitalize on Argentina’s promising long-term prospects for sustainable growth.
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Esteban Calvente, Managing and Founder Partner, INAC Argentina (Pratt Executive Search)
With a background in International Commerce and Human Resources Direction, complemented by expertise in digital transformation, Esteban brings a strategic perspective to supporting leading companies across industries.
Previously, Esteban held key roles such as Project Manager at Sud Petrol and as a government official at the National Directorate of Commercial Promotion in Argentina, contributing to impactful initiatives in trade and business development. As our former Board Member, Esteban actively influenced the network’s growth and global collaboration efforts.
Some weeks ago I had the opportunity to attend our INAC EMEA Annual Regional Meeting in Madrid, Spain, and I have to say, it was an eye-opening experience. When you attend such events, you expect insightful discussions, but the depth and relevance of the conversations around the future of Human Resources was truly unexpected. It was one of those moments where you leave the room with more questions than answers, constantly reflecting on the direction our profession is heading.
A standout moment was the insightful talk by Carlos Olave, Global HR Strategy Head at LG Electronics and Carlos Romero-Camacho, Chief People & Corporate Officer at Insud Pharma. Both leaders shared their perspectives on the biggest challenges currently shaping global HR, offering valuable insights into how organizations are making key decisions to stay ahead of the curve in the evolving world of work.
A recurring theme throughout the event was the necessary change in organizational culture. Companies can no longer afford to stick with traditional models. Transforming internal culture has become a vital process, not only in response to new market demands but also as a driver of innovation and growth. They are reinventing its internal processes to be more agile, flexible, and, most importantly, more human. HR leaders have the responsibility to ensure that their teams are not only prepared for technological challenges but also for the cultural evolution that these changes require.
Of course, the conversation didn’t stop at culture. It also explored the skills that employees will need to thrive in the future. The introduction of new technologies and the shift towards a more B2B approach in many sectors are creating constant pressure for HR leaders to redesign training and development programs.
Both Carlos Olave and Carlos Romero-Camacho, discussed how they are prioritizing the acquisition of new skills in areas such as artificial intelligence, automation, and managing complex projects. This is a clear reminder that HR leaders not only need to manage today’s talent but also prepare their teams for the roles of tomorrow, anticipating demands that are yet to come.
During the session, one of the most emphasized points was the need to develop a more integrated talent strategy, one that focuses not just on hiring but on retaining and developing talent within the organization. HR leaders need to become strategic architects, beginning by investing in inclusive leadership programs and technological skills development to prepare their team for what lies ahead The key, as both speakers discussed, is understanding that the future of companies depend on a trained workforce that is aligned with the company’s values and strategic vision.
Although companies have different business models and challenges, the shared vision of preparing talent for the future, creative inclusive cultures, and adapting to change is something common for everyone.
Carlos Olave and Carlos Romero-Camacho didn’t just leave us with valuable insights about the future of work, they also gave us the conviction that, together, with HR leaders, we can make the future of Human Resources stronger. We must be catalysts for this change, guiding our teams toward the future through continuous learning, adaptation, and most importantly mutual support.
Are you preparing your organization for the future of work?
With over 20 years of experience in both international and domestic executive search firms, her expertise lies in the industrial market. She has worked with clients across diverse sectors, including Oil & Gas, Renewables, Industrial Engineering, Electrical/Electronic Devices, Automotive, Industrial Automation, Chemicals, and Design.
She has also supported international clients in establishing their businesses in Italy, offering strategic guidance on the local labor market.
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” – Alvin Toffler
This quote resonates deeply in today’s rapidly evolving business landscape, where adaptability is the currency of success. During the recent INAC EMEA Annual Regional Meeting, a critical theme emerged: the urgent need to develop new skills to meet the demands of a dynamic and technology-driven future.
With transformative technologies reshaping industries and B2B business models gaining prominence, HR leaders face unprecedented pressure to rethink and redesign training and development strategies. The challenge isn’t merely about upgrading existing skill sets—it’s about preparing for a future defined by artificial intelligence, automation, and the complexities of cross-functional collaboration.
At the event, Carlos Olave, Global HR Strategy Head at LG Electronics, and Carlos Romero-Camacho, Chief People & Corporate Officer at Insud Pharma, offered valuable insights. They highlighted the importance of prioritizing skills like AI, data literacy, and automation – not as distant aspirations, but as immediate needs.
To close the growing gap between current capabilities and future demands, organizations must adopt proactive, forward-thinking talent strategies. This involves aligning workforce development initiatives with organizational goals while fostering adaptability and resilience. For HR leaders, this dual role of addressing today’s needs while anticipating tomorrow’s challenges is pivotal.
From an executive recruiter’s perspective, one of the greatest challenges lies in identifying leaders who thrive in this dynamic environment. The demand for individuals with both technical expertise and adaptability has never been higher. It is no longer enough to simply fill roles—businesses must seek leaders capable of driving transformation and navigating the complexities of an increasingly digital and automated world.
For SMEs, family businesses, and large corporations alike, building a future-ready workforce requires investing in leadership programs, technological skill development, and fostering a culture of innovation. The organizations that succeed will be those that create environments where collaboration flourishes, diverse perspectives drive decision-making, and innovation becomes second nature.
In conclusion, the most powerful way to prepare for what lies ahead is by investing in people. As you reflect on your talent strategy, ask yourself: Are you building a team that will not only survive disruption but lead the charge in driving innovation?
Mariana holds degrees in Economics and International Relations. She began her career as a Euro-Info Officer and Project Manager before transitioning into executive search in 1999. Starting as a consultant, she steadily advanced to lead the Slovak subsidiary in 2002 and became a Partner in 2008.
Now as the Managing Partner for Slovakia, Mariana brings 25 years of expertise in headhunting and executive recruitment. She specializes in highly confidential and cross-border searches within Central and Eastern Europe (CEE), focusing on general management, finance, HR, sustainable development, and cyber security. An MBTI Step 1 certified practitioner, Mariana is fluent in Slovak and proficient in English and German.
At our recent INAC EMEA Annual Regional Meeting, I couldn’t help but reflect on a topic that has become an increasingly pressing concern for me as a headhunter: the talent shortage. Europe faces significant skill shortages across various sectors, including healthcare, ICT, and construction, where job vacancy rates have reached record highs (2.9% in 2022), exacerbated by demographic changes and the demands of the green and digital transitions (source: European Commission).
As companies across the continent struggle to find the right talent, automation is reshaping the landscape. How can Europe stay ahead? The solution isn’t solely in machines or technology. The real game-changer lies in how we integrate talent with innovations like automation to propel the future forward.
As headhunters, we see firsthand how the job market is changing. Companies need talent more than ever, but that talent isn’t always available locally. Key sectors like technology, healthcare, and advanced manufacturing require specialized skills that are sadly not always found in Europe. So, as automation advances and machines begin to take over repetitive tasks, the value of talent isn’t just essential, it is being redefined.
At first glance, automation seemed like something distant, a tool that would replace jobs and eliminate the need for people. However, when we look closer, we realize it is the opposite. Technologies like AI and automation can make jobs more efficient, freeing up people from routine tasks and allowing them to focus on more strategic and creative work. The reason is that machines don’t replace people, they complement them, and this is where talent comes in.
To remain competitive, we need to create an environment where talent excels alongside technology. And that means more than just offering attractive salaries and benefits & perks. The key is creating real growth opportunities, fostering innovation, and, most importantly, making people feel that they are contributing to something meaningful. Companies must give their teams the space to develop ideas and lead change, while working with technologies that enhance their capabilities.
This brings me to a crucial point that MARISA PONCELA GARCIA highlighted during her Quo Vadis Europe talk at our recent meeting. She reminded us that, for Europe to remain a global leader, it must invest more than ever in continuous education. The industries of tomorrow will require new and advanced skills, and only through continuous education and skill development can we be ready for what’s to come.
But it is not just about retaining local talent; Europe needs to attract global talent. We cannot just wait for the best professionals to come to us, we need to go to them. European companies must be much more open and active in promoting what makes the continent unique (i.e. unmatched quality of life, innovative ecosystem, diversity and inclusion, among others). If Europe wants to stay at the forefront, it needs to be a magnet for the best talent in the world.
What has impacted me most recently, especially after listening to MARISA PONCELA GARCIA, is the urgency of taking action. It is not just about attracting talent, but ensuring that the current and future workforce has the key tools to adapt and evolve with new technologies. And this isn`t something that happens overnight. It is a process that requires time, investment, and a shift in mindset from both companies and governments.
With over 25 years of expertise in Executive Search and Human Resources advisory. Since founding the firm in 1993, she has collaborated with leading multinational and national companies in Consumer Goods, Food & Beverage, Industrial, Pharmaceutical, Technology, and Services, delivering tailored solutions to identify and secure top executive talent aligned with strategic objectives.
Co-creator of INAC Global in 1997, ensuring global talent coverage. With a Master’s in Human Resources, a Board Member Certification, and participation in ESADE’s Executive Program for Women Board Members, she combines strategic insight and leadership expertise. Fluent in English and French, she is a member of WOMEN CEO and actively supports diversity and inclusion initiatives, reinforcing her role as a trusted partner for businesses navigating complex talent challenges.
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