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December 2021


Welcome Back,

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It's our final newsletter of 2021. We'd like to take a moment to thank you, our readership, our amazing TRANSEARCH team, our stellar partners and clients, and all of the excellent candidates that we met this year for making our work here so rewarding! We wish you all a relaxing holiday and we will see you in the new year with some very exciting changes!


Featured Candidates for Employers

Candidate 1: Global Vice President of Human Resources, World-class Manufacturer

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This candidate currently manages all aspects of HR Strategy and execution for a multi-billion dollar manufacturer of highly engineered products for the automotive, aerospace, and industrial areas. This candidate is based in Michigan but is willing to relocate globally for the right opportunity. With a broad experience as an HR generalist, the candidate has had positions of increased responsibility for a large European manufacturer and now a large, USA based company. This candidate has used leadership and influence to lead the company through a successful globalization transformation, which has resulted in many measurable benefits including $3.7 MM in service vendor costs. Another success is creating a global learning academy from scratch to address training gaps for technical training and management training. Very skilled at leading global and culturally diverse teams and breaking down resistance to change. If this candidate sounds like the right fit for your team, please call 313-887-8300 ex. 102 or email


Featured Positions for Job Seekers

Position 1: Transmissions Product Manager

We have been retained by a $16B, global manufacturing organization that produces engine components for a wide variety of industries. We are looking for a Product Manager to help them build up and develop a solid strategy for their Automotive Aftermarket division. They will define the scope, implement new systems, and manage data. They will also be tasked with optimizing sourcing of existing and new products as well as supporting the sales team through training and trade shows. The ideal candidate will have a background in product or category management and expertise in power train mechanical components, or specifically transmission systems will be mandatory. We are looking for someone in the MidWest with a strong ability to analyze the North American market and help our client grow! Please contact Elliott if you would like to learn more about this position: or call 313-887-830 ext 106.

Position 2: Marketing Manager

This position is responsible for the overall marketing strategy for the auto aftermarket division of a large, European tier one manufacturer. The ideal candidate would have 5-7 years of well rounded experience with both digital and traditional marketing in a large manufacturing organization, specifically in a B2B environment. This person should have an entrepreneurial spirit, and be able to efficiently manage themselves and their team to effectively execute their campaign schedule. This position works closely with the sales team, ensuring they have the marketing resources they need to service their customers and grow their territories. Our client is proud to offer its employees a safe, positive working environment and have the retention and employee satisfaction rates to prove it! They are highly focused on R&D and will be making automotive components for many decades to come. If this sounds like an opportunity that you would like to learn more about, please email for more details or call +1-313-887-8300 ex.106.


Systems-Level Thinking and Leadership for Our Times

Ponder long enough and you might recall hearing at a business conference or reading a blog post from a renowned futurist, author or social commentator some time ago that while things to come remained as always unpredictable, it was likely that the pace of change in our times would indeed accelerate.

Looking around at the ways our lives and work have been altered in the past 24 months alone, it is easy to acknowledge that transformational change has been the constant and human behavior the variable.

Global business executives with deep corporate experience, significant industry insight and functional expertise continue to be challenged by questions about topics they could never have imagined would be ushered to the boardroom or resurfaced for re-examination.

Issues ranging from pay equity and transparency to the role of the traditional office as the hub for business interaction between professional colleagues are now pulling at long-held business norms and challenging leaders to look at their organisations’ structures, people and processes as never before.

It may be that people are looking to you for answers, or perhaps for some signal of how you will face change and whether you will acknowledge it, let alone consider its implications for your team.

It is for a myriad of reasons – some of which are still unfolding – that global leaders would be wise to step back from the tumult and unanswered questions of the moment and consider the potential of systems level thinking as an anchor for effective management leadership.

Our organisations, and we, as individuals, are being called to check our values or consider whether our behaviors and institutions are holding employees together or pulling them apart if our professed values remain opaque or come across in reality as meaningless.

So much of what we have known as “business as usual” has become unusual, or may have been viewed in the eyes of everyday employees as unfair or unreasonable for some time, and they have now been emboldened to call such issues to question.

As we pause to make sense of new challenges, and the pressures to resolve issues faster and in a way that may require more transparency than in the past, systems level thinking and big picture thinking can help us take stock and bring equilibrium in times of imbalance.

Just consider what this means for each of us, on an individual scale. One inescapable truth is that we do not ascend equally to a common level of achievement across our enterprises. Rather, we fall to the level of our systems.

Systems-level thinking can help turn visions and values into collective good.

System thinking requires a holistic, and particularly today, more inclusive process of analysing issues that face our teams and our customers. It increasingly relies on data as a source of input, but still requires the kind of judgment that can sort what's important for business growth and human engagement.

Yes, this is very much an exercise that should move executives to take several steps back and ask the questions that are most basic, in order to sort the challenges and opportunities that may be faced and fully realised if only we would utilise open minds and outstretched hands to see familiar things anew.

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