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The US executive search market is a $10.5 billion juggernaut, yet it's ripe for renewal. Despite its size, it's an industry that sticks to what it knows. In my 25 years in recruitment, including 18 at PageGroup leading several businesses within Michael Page, I've seen how this resistance to change holds back innovation.
When asked to lead Page Executive in North America in early 2023, I saw the opportunity. North America is the world's biggest executive recruitment market, but it was our least-developed region. The solution? Take the resources and data of a global firm and combine them with the energy of a challenger brand.
At Page Executive, we're bringing a fresh approach to an industry that tends to play it safe. While we're not always going head-to-head with the biggest search firms, we've found our own space— one that puts flexibility and responsiveness first.
We work to our clients' timelines, not the other way around. Too many companies expect clients to fit into their way of doing things. We've flipped that approach, building partnerships that actually work for our clients.
The biggest firms have their rules—minimum fees of $100,000, fixed rates of 30%, mandatory retainers, etc. We prefer to keep an open mind. If we see the potential for a good partnership, we'll look at different fee structures or non-retainer arrangements. We'll even consider contingent work if there's volume potential for our Michael Page brand.
Being part of PageGroup gives us a unique edge. We can take risks and try new things with the security of a global infrastructure behind us—think startup energy with a safety net. You don't find that combination often in executive search.
Over the past 18 months, we've restructured our approach around specialist practice groups. Moving away from generalist recruitment has allowed us to build deeper networks and expertise in specific sectors. Our Principals & Partners develop genuine subject matter expertise, whether in finance and accounting, financial services, manufacturing, life sciences, technology or Human Resources. This specialization matters particularly at the executive level, where both clients and candidates expect to work with recruiters who thoroughly understand their sector.
This specialist focus creates opportunities for fast and meaningful career development. While other firms keep their consultants away from key clients for 15+ years, we believe in giving responsibility to those ready for it. The learning curve is steep, but we back talent all the way. Our consultants typically have a minimum of seven to ten years of experience before joining Page Executive, while the bigger companies average 20-30 years. But this makes us more dynamic—people are still growing, still hungry to learn.
What sets us apart isn't just our approach to talent - it's our strategic use of data. PageGroup has built up market intelligence over decades that gives our consultants a real edge. New joiners are often amazed by what they can access, and, more importantly, how they can use it to win business and guide clients.
Take compensation data. Many of our competitors rely on public sources, but we can draw on thousands of real placements across sectors and regions. That means we tell clients exactly what the market rate is, not what it might be. From day one, our consultants have data-backed conversations that get results.
This mix of deep data and strong development attracts talent from both sides of the market. We bring in ambitious consultants from big search firms who want more autonomy sooner. And we develop high performers from Michael Page who are ready for executive search.
The numbers tell a positive story. In the second half of 2024, we outperformed 2023 in five out of six months, with rising productivity across each of our practice groups That momentum is carrying into 2025.
While some predict a challenging year ahead, we're seeing different signals. Our candidates are getting more approaches than at any point in the past year. Clients are moving faster and making decisions with more confidence - usually a sign of growing market strength.
This climate suits Page Executive perfectly. When markets are uncertain, our flexible approach becomes even more attractive. We can adapt while maintaining the quality clients expect at the executive level.
Q1 2025 might have its challenges, but our growth trajectory is clear. This isn't just optimism talking - it's backed by our progress. For ambitious recruiters looking to make their mark, the timing couldn't be better. As we build our specialist practices and expand our presence, there's a real chance to shape executive search in North America.
Modern executives face twin challenges: delivering growth while building sustainable, inclusive businesses. This changing landscape creates opportunities for recruiters who can spot conscious leaders - individuals who prioritise ethical leadership, social responsibility and long-term value creation.
At Page Executive, we're building teams that understand this. Our mix of data insights and deep sector knowledge helps us find leaders who deliver both performance and positive change.
Ready to help shape this future? Whether you're an experienced recruiter looking for more autonomy or a Michael Page consultant ready to step up, now's the time. We're growing our specialist practices and need people with ambition.
The traditional executive search model works for some. But if you're interested in building something different - combining the resources of a global firm with the energy of a challenger brand, let's talk about what's possible at Page Executive.
Contact me directly on LinkedIn to start the conversation.
The move to Page Executive opened my eyes to what's possible in this industry. After years in tech recruitment and a stint at a traditional search firm, I was ready for something different — but I needed it to make sense professionally, not just personally.What drew me in was Page Executive's fresh approach. While the biggest companies often keep consultants away from clients for years, here you're client-facing from day one. It's more dynamic, more entrepreneurial, and frankly, more rewarding.A recent search for a sovereign wealth fund really brought this home. They needed their first M&A senior in New York - a £1 million total comp role. The client wanted a "hot shot New York lawyer but without the ego." The larger firms might have simply looked at technical skills, but we dug deeper. I spoke with many senior lawyers to find someone who could work collaboratively with the Abu Dhabi team.The flexibility extends beyond how we work with clients. When a major cultural institution needed an interim general counsel - and needed them quickly - we made it happen. More traditional firms might have thought twice about taking on this kind of assignment. Not only did we fill the role rapidly, but we've since converted it to a permanent placement.For me, it's about having the backing of a global brand but the freedom to solve problems creatively. Whether it's structuring deals differently or supporting flexible working, we're not bound by rigid conventions. I've found I can build the kind of practice I want while having time for family - something that's still rare in executive search.The traditional model works for some. But if you want to shape how executive search evolves rather than just follow the old rules, there's a real opportunity here.
Anna Jacobs,Senior Partner, Page Executive North America
