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September 2021


Welcome Back,

When it comes to your leadership team, finding a candidate with the right knowledge, experience and skill set is only half the battle. For this month's newsletter, we discuss the myth of the "superhuman" candidate and why you should consider your next leadership candidate's network of industry peers. But first, the following are this month's Featured Candidates and Positions.


Featured Candidates for Employers

Candidate 1: Vice President of Product Development and R and D

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This candidate is an excellent leader of Product Design, Development, and Innovation Scientists around the globe. This candidate has led Engineering groups of up to 1400 technical professionals around the globe. In their current role, this candidate has transitioned the company from regional engineering silos, to a true global engineering organization. With experience in multiple industries, product areas, and regions, they have been able to effectively set and communicate the strategy and get buy in of team members to execute the mission. Their accomplishments are too many to list. This candidate would consider opportunities in the automotive industry or another industrial segment with complex products and systems, either based in the USA or Germany. Email for more details or call +1-313-887-8300 ext. 102.

Candidate 2: Vice President of Global Supply Chain

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This outstanding candidate is leading global end-to-end Supply Chain for a world class manufacturer with 30 manufacturing sites around the world. The candidate is currently accountable for $2 Billion of spend and leads a direct team of 12 and total associates of 1000. Available to consider opportunities anywhere in the USA and willing to travel extensively. Email for more details or call +1-313-887-8300 ext. 102.


Featured Positions for Job Seekers

Position 1: Marketing Manager, Midwest USA

This position is responsible for the overall marketing strategy for the automotive aftermarket division of a $16B, 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 or aftermarket organization setting. This person should have an entrepreneurial spirit, 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.


Picking Leaders, Teams and Networks

Today's search for game-changing executive leadership talent extends far beyond a hunt for the right CEO, Vice President, Country Manager or Managing Director.

With the pressure for performance so high, any enterprise seeking a capable change agent, innovator or exceptional visionary would be wise to consider that the global business climate not only demands the best leaders, but those with experience inspiring their organisations to achieve great things, attracting high performance teams and building superior peer and industry networks.

There is a new chemistry of organisational success, and its genesis lays in the recognition that as individuals, we can only accomplish so much, but as leaders and catalysts and stimulators of great connections and relationships with employees, customers and industry influencers alike, big and bold things can take flight.

In fact, the sooner we dispose of the mythical 'Superhuman', the faster many of our businesses can move on to what's really important. And that is recognising that we need executive management leaders capable of fanning the flames of innovation, human performance and strategic vision and constantly aligning them to gain and keep a competitive edge.

The task of renewing our organisations, therefore, is much more about picking leaders and the teams and networks they can access and far less about pinning our hopes - and those of shareholders - on just one leader's ability to gain market share, increase sales and improve profitability.

Of course, the very best leaders already know how vital it is to have the right people on board and to continually stoke their personal and professional networks to get ahead. This requires a sense of humility and a willingness to accept that the best answers to a tricky business problem may reside in someone else's head or literally outside the walls of the organisation.

So the next time you interview a key potential leader for your enterprise, don't just ask about what they've done. Instead, explore more deeply how their decisions about people and their networking activities and commitment are magnifying and multiplying what they alone can bring to your table.


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